Leading from the In-Between. John McAuley

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СКАЧАТЬ leaders that say “It doesn’t have to be this way” and do something about it, you need a framework for change, a philosophy of understanding how people are transformed and how they develop. “See–stretch–support” is that overarching philosophy of leadership development. Whether you are talking about corporate leadership or spiritual formation, a framework to guide your strategy of leadership development is tremendously helpful. The see-stretch-support framework is echoed in other writing and thinking on leadership development. It builds on the wisdom of others and fits with our lived experience with emerging leaders.

      BUILDING THE RIGHT SUBSTRUCTURE

      I am not an engineer, but I have learned that there are two major components to bridge building. The first is the substructure. It includes all of the things that provide support to the bridge—the abutments, the footings, the pilings and so on. The second is the superstructure, which includes all of the things that span the river—the bridge deck, the parapets, the sidewalk and so on. The substructure is dug into the earth or bedrock below and is usually unseen. The superstructure is visible, even from afar.

      When bridges do not have the right substructure in place in the early stages of construction, they eventually give way and fall down. The same is true of leadership development for emerging leaders. If a solid substructure is not in place, there is great risk of collapse.

      There are three critical components to the substructure of leadership development for young people:

      •CHARACTER—being honest and true

      •COMPETENCE—doing the right things the right way

      •CADENCE—sustaining leadership by keeping in step with yourself, others and God

      I have seen far too many leaders who showed great promise and potential in their teens and 20s crumble, lose heart or burn out by their 30s and 40s. If you don’t sort out the substructure at the beginning, you will deal with it later, sometimes at tremendous cost. It may be a collapse of character. It may be a failure of competence. Or it may be a crash of cadence. Either way, the substructure of leadership development, the footings, can and should be built in the early life of an emerging leader. This book aims to lay out why and how. The next chapters deepen each of these areas with key leadership development concepts, research and stories from real experience.

      THE END GOAL OF LEADERSHIP DEVELOPMENT FOR EMERGING LEADERS

      Leadership guru Stephen Covey famously wrote that leaders “begin with the end in mind.” Leadership is always about ends, goals and results.

      What is the end goal for leadership development with young people? That young people would look at their world and say “It doesn’t have to be this way” and do something about it. They would be the bridge. Leadership is inextricably connected to change. Leadership begins with change, and leaders navigate change—by bridging the in-between, from the dissatisfied now to the preferred future.

      What are the means to inspire and equip emerging leaders to shape their world? By building the substructure—cadence, character and competence.

      This book is written for the mentors, coaches and sages who are pouring themselves into the next generation. You may be working with emerging leaders in the Christian context—in a church, youth organization or community program. Or you may be working with young people in other contexts—a school, community centre, club or team. Regardless of the in-between spaces in which you encounter young people, I believe you will find plenty of value here to carry into your work.

      How can emerging leaders be the bridge? What are the critical issues for today’s emerging leaders on character, competence and cadence? How do we see, stretch and support them? What specific strategies work for leadership development with young people? How do we inspire them to change their world? Read on.

      ² Melinda Sinclair, “See-Stretch-Support,” The Leadership Coach’s Advantage (April 2013): 32-37

      SECTION II—FORMING THE RIGHT FOOTINGS

      Shaping Young Leaders with Character, Confidence and Cadence

      CHAPTER 2—CHARACTER

      Being Honest and True

      KEY MESSAGES

      •Character is bigger than morality—and is revealed in all our thoughts, feelings and behaviours.

      •We shape character in emerging leaders by practicing affirmation, embracing authenticity and cultivating attunement.

      •Character is not perfection—we are all unfinished.

      SHAPING WHOLE-PERSON CHARACTER IN EMERGING LEADERS

      Let me begin with a confession.

      In 1988, during my first year of college, when the exam for my leadership and management course was scheduled, I arranged to write it early. I had already planned a trip home to Northern Ireland, so I couldn’t be there for the scheduled exam date. My professor was accommodating. He led me into a resource room at the end of a corridor near his office. I sat at the table and put my briefcase beside me. He closed the door and wished me luck. As I wrote the exam, every now and again my professor would come in the room and check on me. All was going well until I got to a question about Blanchard and Hershey’s situational leadership theory. As I filled out the chart on leadership styles, I began to doubt my answer and worry if I was mixing something up. The question was worth a big proportion of the exam mark, and I wanted to get it right. At the moment of my internal questioning, my professor came in to the room. I waited until he left, then quickly grabbed my briefcase, opened it up and checked my cards. When I confirmed that I had the right answer, I continued to write the exam.

      That summer, I was speaking on integrity at Muskoka Woods. As I prepared for my talk, I prayed, “God, if there is anything in my life where I have not acted with integrity, please help me to see it.”

      Well, instantly about five things came to my mind. One of them was that I cheated on the leadership and management exam.

      Not only that, in an unbelievable irony, the very same professor of the very same leadership and management course was coming to Muskoka Woods that week. There I was, about to speak on integrity, and who was to be in the audience but the professor of the class whose exam I cheated on. Only God has this sense of humour. I knew immediately that I needed to go speak to my professor before the event. I knew then as I know now that when I blow it on character, when I am not at my best, when I act without integrity, I need to go put it right.

      I found him on the property and pulled him aside. I told him what happened and confessed that if I had written the answer wrong, I was going to change it. He said to me, “I appreciate you telling me that. I believe that you are acting with integrity; I’m confident you had it right anyway, and you don’t need to worry about it.” I was very thankful for his graciousness. In that moment, I was struck anew by the realization that being an effective leader does not mean you’d better get an A in your leadership course. Instead, I had a deep conviction that my character needs to be the determinant of my longevity and effectiveness as a leader.

      Being a person of character is often directly correlated to your sphere of influence. If you are not a person of character, you may well climb the ladder to great heights. However, if СКАЧАТЬ