Visionary Leaders Build Bridges

Reinventing Sport Leadership - Part 16 of 16

Photo credit - Unsplash

Every so often, when I experience lack of empathy, I am reminded of one of my dad’s favourite verses in the Bible about understanding and a desire to work together, to be humble and empathetic. My father used to advise my siblings and I that it is important to play a role of a peacemaker and bridge builder whenever conflict appears to rear its head. He would quote Roman 12: 3, 11, 16 and 18 which reads as follows:

“…Do not think of yourself more highly than you ought, but rather think of yourself with sober judgment…Never be lacking in zeal… Live in harmony with one another. Do not be proud but be willing to associate with people of low position. Do not be conceited…. Be careful to do what is right in the eyes of everybody. If it is possible, as far as it depends on you, live at peace with everyone.”

There is a lot in these verses that I come across or experience in my interactions with colleagues in the workplace and organisations where I volunteer my time. My reading of these verses, teaches me the following that contribute to bridge-building and cohesion:

· Not to think that I am better than other people that I work with and interact with.

· Being able to remain calm in the face of difficulties and confusion, especially when the going gets tough.

· Appreciating that everyone else is contributing to the welfare of the organisation.

· Relating to everyone despite their status in life simply because they are human beings with equal rights and therefore deserving of being treated fairly and respectfully.

· Doing what is right and proper, and not what is popular and can win one’s approval over the truth.

· Being at peace with everyone, including oneself, and playing a role in bringing peace among people.

Over the past couple of weeks, I have had to deal with a situation that for various reasons that I do not need to get into, was about to get out of hand. It started with a discussion between two colleagues (let us call them Lebo and John). Lebo informed me of the meeting and that it went well as both of them having to work with each other closely needed to get to know each other better. Later, I was informed by someone else that John was not happy with some of the issues discussed in his meeting with Lebo. The third person (let us call him Refilwe), conveyed to Lebo that John was not happy with his discussion with him. Lebo then came to me to inform me of his conversation with Refilwe and expressed the feelings that he has been misunderstood. He asked me to meet with him and Refilwe to get a better understanding what he knew about Lebo and John’s meeting. I suggested that if John is not happy with some of the issues they had discussed, maybe the best option would be to apologise to John unequivocally. I reasoned that Lebo initiated the meeting with John which discussed a lot of issues including how John, in his new role, could be supported and strengthen. I appealed to Lebo simply ask for forgiveness from John so that everyone can move on. Though Lebo felt that he did not offend John in their meeting, I advised the principle that:

“When a person tells you that you have hurt them, you don’t get to decide that you didn’t”

(Louis CK). I genuinely believed that what Refilwe told me was an accurate reflection of John’s complaint, hence I encouraged Lebo to simply apologised unequivocally.