Visionary Leaders have Common Sense

Reinventing Sport Leadership - Part 13 of 16

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“I read, I study, I examine, I listen, I reflect, and out of all of this, I try to form an idea into which I put as much common sense as I can. I shall not speak much for fear of saying foolish things; I will risk still less for fear of doing them, for I am not disposed to abuse the confidence which they have deigned to show me. Such is the conduct which until now I have followed and will follow”

(Marquis de Lafayette)

I have recently read about a discussion between two people. One a member of one country’s legislature. The other an expert on the electricity grid of that particular country. The expert was arguing that sooner rather than later, the grid will be compromised leading to huge suffering and economic disaster. The expert bewailed the government for not willing to do anything to prevent the collapse of the grid now. Instead, the country could be spending a lot of money on painting one of its warships, which if the country engaged in a war would be taken out by the other country’s hundred-thousand Rand missile immediately. The politician retorted; “So you’re an expert in military affairs, too? The expert replied, “I’m an expert in common sense.”

Now, I got thinking about what does a statement such as:

“I am an expert in common sense” means for visionary leaders? I believe that visionary leaders are experts in common sense. Do I have common sense? Yes, I believe I do and must assure you that it is not complete. However, the little common sense I have ensures that I speak only when I need to speak and know when to take calculated risks in my work in sport. How did I get to have my common sense that defines my interactions with my colleagues, family, friends, and other people I get to meet as I live every day of my life? Marquis de Lafayette has simplified for us by insisting that “I read, I study, I examine, I reflect, and out of all this I try to form an idea into which I put as much common sense as I can.” I found this assertion very informative and illuminating that I got to reflect on the importance and value of common sense in leadership, and what it would take for those who aspire to be visionary leaders to do to become experts in common sense.

Before I share my thoughts on how visionary leaders can become experts in common sense, let me define the concept first. Firstly, the word common means that something is available to everyone, free of use by the common people as well as the educated and privileged alike, and sense” often refers to one of the body’s senses, and their ability to perceive an external stimulus (e.g., sight, smell, touch, etc.), and

“to an understanding of something, and the recognition of an object, based on previous or present experience”

(John Staughton, 2020, What Is Common Sense… Really?). Therefore, common sense refers to the possession of sound judgement making ability based on level-headedness and able to understand and assess a situation based on previous or current experience.

Since we are talking about people who have assumed leadership positions in sport (my strong point), one needs to assume such people, because they have an understanding of the world around them and reality and can use this experience in making sound judgements so that their organisations and their people succeed. You and I will agree that it is not such a common thing that elected leaders in our sport organisations ensure that they match the definition of common sense through their actions and behaviours. What then, makes visionary leaders experts in common sense?

Using Lafayette’s thinking, I believe in the following, too:

· Visionary leaders read. What do they read? I have left from my experience with some of the best sport managers I work with that over and above work-related knowledge, they must also read on self-development and empowerment, general leadership of self and others, emotional intelligence, and such subjects. The mastery of job-specific knowledge is key to doing a good job on a daily basis. However, using previous and current experience, as the world unfolds, makes a huge difference in how decisions that ensure the positive growth and development of the organisation and its people, are arrived at. This requires common sense.

· Visionary leaders study. The meaning of studying is to learn about a subject, especially in an educational course or by reading books (Cambridge Dictionary). I mentioned above that visionary leaders must be masters and mistresses of the academic knowledge about their professions or jobs. I know that in a country such as South Africa where the levels of illiteracy are still high, it is not every sport organisation that will have leaders who have the academic exposure to knowledge related to their professions or jobs. However, there are opportunities to get this sorely needed background knowledge to be able to perform one’s job adequately. An example is my interest in serving on a board of directors. I have not had specific training in this field. However, if I am to be good at it, I am enrolling for short courses and training on corporate governance, how to be a director, and so forth. A leader who is truly interested in being the best he/she can, will when elected or appointed, find ways to learn the specific knowledge that is required in the new job opportunity or profession.

· Visionary leaders examine. Albert Einstein said that “the important thing is not to stop questioning; curiosity has its own reason for existing.” To examine means to inspect (someone or something) thoroughly in order to determine their nature or condition. In examining something, curiosity plays an important role in ensuring that before decisions are made, the leader will have thoroughly thought through the issues on which a decision is expected. Examining issues on their own forces the leader to read and study. From my reading and studying, I have come to realise that sometimes the solutions that I am seeking, have been in existence for years or have been done by someone else in the world. What is required of me is to adapt the solution to the specific context I am dealing with.

· Visionary leaders listen. Wisdom is not the territory of leaders alone. Visionary leaders are good listeners and can learn from their colleagues, including junior ones as well as being able to identify nonsensical ideas from credible ones. In other words, to listen is to hear something with thoughtful attention. Steven Covey said that “most people do not listen with the intent to understand; they listen with the intent to reply.” Visionary leaders are aware of this and will keep their mouth shut before delivering a decision or course of action for the organisation. Plato, the Greek Philosopher also said that “wise men (sic) talk because they have something to say; fools, because they to say something.”

· Visionary leaders reflect. To reflect is to think deeply or carefully about possibilities and opinions. Sport is South Africa is not known for leaders who reflect that much. My own experience as a leader of one organisation has been that when you are quiet in a meeting, you are accused of planning something that will go against the opinion of the majority. It is as if the opinion of the majority will provide answers to the many challenges facing that sport organisation. In the end, if one does not reflect as well as listen carefully, one misses opportunities to help direct the organisation on the right path. Mark Twain has said that “whenever you find yourself on the side of the majority, it is time to pause and reflect.” Pausing and reflecting allows one to weigh different voices/opinions and helps the leader gain a perspective and handle on important ideas and facts being articulated.

· Visionary leaders connect the dots. The ability to connect the dots illustrates the ability to associate ideas to one another, to see the big picture, or identify salient features from a large mass of data. Leadership by its nature is about seeing the bigger picture, connecting ideas from different sources, and identifying critical aspects that get to keep the organisation on track to achieve its mission and goals.

· Visionary leaders trust their “gut feelings.” When a leader trusts him/herself, it is possible to trust one’s gut. Gut instinct or the so-called intuition means that the leader understands something immediately it happens or said, and a decision is made without giving much thought or to get another opinion from others. The feeling is personal and is informed by all the factors mentioned above – reading, studying, examining, listening, reflecting, experience, and so on.

Last but not least, it is said that “common sense is not a gift, it’s a punishment. Because you have to deal with everyone who doesn’t have it” (Unknown). Hence, Voltaire said that

“common sense is not so common.”

“The three great essentials to achieve anything worthwhile are, first, hard work; second, stick-to-itiveness; third, common sense” (Thomas A Edison).