Why Should Anyone be Led by You? The Power to See Yourself

Reinventing Sport Leadership - Part 3 of 16

Photo credit - drobotdean - www.freepik.com

In Part 2 I reflected on the conundrum caused by the voluntary nature of sport, with specific reference to the election of volunteers into the leadership of sport organisations. Sport, not being a priority of governments because of more pressing needs such as education, health, safety and security, social development, justice, economy, and others, get to be a victim to the whims and moods of volunteer leaders. Minimal government support demands that sport becomes self-funding and self-sustaining to a large extent. The volunteer leaders, due to their passion for a particular sport stand for leadership positions without anyone being able to vet whether their intentions are good such that they will take the particular sport forward positively, or not. In some cases, members elect leaders who are accountable and focused on giving their best in the service of their organisations. In other instances, leaders begin to abuse the power and authority of their position thereby leading the organisation to failure. SASCOC is one example that has struggled in electing accountable leaders over the past couple of years. This has among others, is negatively affecting elite athletes’ preparation for the postponed Tokyo Olympics to be held in 2021 due to lack of financial, sport science, and other support. Whereas the government might want to interfere and set things right, it is not permitted by the rules and regulations of international sport governing bodies. That is, sport governing bodies, led by volunteer leaders are left to fix themselves. The general membership of sport governing bodies finds themselves unable to do anything to hold their leaders accountable.

There is a way that the issue of poor organisational leadership can be remedied. In Part 2 I wrote about what members should do to ensure that leaders of their sport organisations do what they have been elected to do; to lead their organisations to success and sustainability. This way is explicitly expressed in the words of the poet Robert Burns who wrote that:

“O would some power the gift to give us to see ourselves as others see us. It would from any a blunder free us.”

Yes, the power to see ourselves as others see us. This is an especially important principle that calls for self -introspection, self-understanding, and continuous learning to be the best in what one does. Indeed, if only everyone who aspires to become a leader, and those few who truly become leaders, would have the power to see themselves as others see them.

I am reminded of Michael Jackson’s “Man in the Mirror” song in which he states that:

“I’m starting with the man in the mirror. I’m asking him to change his way, and no message could have been any clearer if you wanna make the world a better place, take a look at yourself, and make a change.”

Here is an appeal here for leaders to be people who self-introspect so that they do not deviate from the core vision, mission, and values of their organisations. Authors Goffee and Jones entitled their book, “Why should anyone be led by you” for the specific reason that many leaders have fallen short of what they promised, and members expected when they elected. Indeed, “why should anyone be led by you? You are just human like everybody else, maybe with excellent educational qualifications, great experience, wisdom, and enthusiasm. Is this enough? Yes and no. It all falls back to how we see ourselves as leaders and where our conscience, attitudes, and integrity are leading us. Do they lead us to serve to the best of our abilities such that every member feels that the organisations is theirs and it is moving in the right direction? Do we see ourselves as having all the right answers and never open to criticism, advice, counselling, and learning? Goffee and Jones argue that people who lead others must:

“act as authentic chameleons consistently displaying their true selves throughout the changes of contexts that require them to play a variety of roles… who constantly nurture their relationship with followers by skilfully balancing the inherent tensions of the leadership role: highlighting their strengths while revealing human weaknesses, maintaining their individuality while conforming enough to hold the organisation together, and establishing intimacy with followers while keeping enough distance to command respect.”

It is clear in how Goffee and Jones understand leadership that leaders must remain their good selves (authentic) able to change with situations and different environments. Such leaders know when to be strong without being rude. To be kind and humble without appearing weak and timid. Are bold and brave without being bullies. Are thoughtful and find time to reflect on matters without appearing lazy and uncaring. Act with pride and conviction without showing arrogance and a know-it-all attitude.

A leader who asks him/herself the question “why should anyone be led by me” is on the right track to great success. Such a leader will ask him/herself what he/she brings to the organisation after being elected. I have members of a committee of one organisation I have served in the question: “What are you bringing into the committee” just after we were elected. I was shocked to find out that no one, except me, was the only one who has thought about the skills, talents, and gifts I was bringing into the committee, in the service of our organisation.

Great leaders have the power to see themselves in their most vulnerable situations as well when they feel secure, strong, and confident. They have a positive self-image through which they have come to understand their weaknesses and strength. Though they might see themselves as smart, hard-working, passionate, well-intentioned, professional, and so forth; they also know that they are not perfect. Hence, when they assume positions of leadership, they invest their time in engaging all role players and stakeholders to get a good understanding of the vision and mission of their organisation. They surround themselves with people who are better than them in specific areas. They are almost “jack of all trades but master of none.” These leaders can bring people together to achieve the goals of the organisations with efficacy. In their vocabulary, there is no “I.” I am reminded of Nelson Mandela who always spoke of “we” when addressing various groups of people, here in South Africa, in parliament and elsewhere in the world. Such leaders put the people they serve first.

Great leaders will have the “power to see themselves as others see them,” and learn, adjust, adapt, and be like a chameleon that can display its true self in changing environments. By being able to see themselves, they learn to lead themselves by becoming aware of their inner needs, strengths, and weaknesses and can understand how others perceive and experience their leadership approach. It is only when they can lead themselves that they can lead others, teams, and organisations. For these leaders who are influential and high performers, when it is time to make any assessment of any mater, they do so dispassionately without being influenced by their ego. They allow themselves to be influenced by facts informed by diverse viewpoints of others, research, experience, skills, and knowledge. Most importantly, they are guided by something much truer and much more valuable – their moral compass.