Over the years, I’ve seen many examples of leaders – the good, the bad and the so-so. What I’ve learned about effective and ethical leaders can be likened to a three-scoop ice cream cone with a cherry on top. Since the Primary election has started, in this analogy, I’m focusing on attributes that “we the people” may want to consider when choosing our leaders.
Starting with the cone, the best leaders are a sugar cone which are strong cones that won’t waffle or crumble under pressure like the waffle and wafer cones. Also, the sugar cone is sweet – you want your leader to be approachable – and has a grid pattern that speaks to their ability to lead many teams. Also, the cone comes to a point, just as effective leaders are clear about the reason they are in office.
Some say a leader’s job is to do what the people want. Not true. That would be like the flat bottom wafer cone that seems stable but crumbles easily when conflicting desires arise. More precisely, the clear leader knows the job is to do what is best for the whole city or county (or state or nation) to benefit the most people. They use their network to find the one best solution and work to that one end point.
Deep within this sturdy cone structure is a base of ice cream that isn’t seen but supports the rest of the organization. This is the leader’s awareness of their role and the companion attribute of being accountable for what they do. These are tandem traits. Being aware of their responsibilities, but not accountable for their leadership won’t create a firm base to build on. Likewise, all the integrity of stopping the “buck here” doesn’t compensate for not knowing what they should be doing. If a leader isn’t strongly, dually anchored, the ice cream scoops on top will tilt and slip.
The first visible scoop of leadership involves the ability to handle the more visible parts of the job, such as how to conduct meetings or how to listen to those he leads. It is important to look a bit deeper and notice if the leader also knows how to set an agenda for the meeting and can keep the meeting flowing productively. Or if they consider when and how to effectively gather public comments and involvement.
Communication skills are vital, both with the public that they serve, the staff they serve with and the outside partners that could help them serve the needs of the community.
Another important part of a quality first scoop is the level of transparency the leader practices and encourages. Unfortunately, there are some leaders that feel transparency gets in the way of getting things done.
It may seem effective in the short term to govern from a closed back room, but I have always found that “the ends justify the means” approach backfires eventually – even if these back door leaders or groups are seeking to do what is best for the people. Sometimes they say that what the people don’t know can’t hurt them. Or it’s only a problem if people find out.
People are not blind or dumb. They can sense when they are being left out, overridden by predetermined decisions or manipulated and distracted with emotions. And they resent that kind of leadership. Over time this resentment becomes frustration, then distrust and then apathy. What can they do about such hidden power? If leaders wonder why the people aren’t involved or don’t seem to care – maybe they should check whether they are truly being transparent.
What is transparency? State law mandates open meetings where the issues are publicly discussed and decided. That is the minimum. I once attended a board meeting where they discussed an issue in a shorthand code where it was impossible to know what they were saying. Technically they complied with the law – but did they really? Is this approach ethical? Likewise, is it transparent to schedule public hearings or open forum meetings when the opposition can’t attend? Technically they are complying with the letter of the law or appear fair and transparent – but are they really?
Choosing to fully embrace the spirit of being transparent with the public can lessen apathy, build trust and foster gratitude. It takes time and patience to educate and work with the public. The effort may not seem worth it, especially when the outcome is less certain.
Democracy is a messy process, and yet, it is our process. Perhaps transparency is the difference between true leaders and dictators masquerading as leaders.
The next scoop of leadership involves how a quality leader oversees the staff he hired or was hired by the voters. Effective leaders organize their staff so they can excel and support each other as a cohesive team –a tight scoop that is united in purpose. They also give the staff their vote of confidence and allow them to stretch and grow in service to the public, instead of micro-managing. This unity, confidence and freedom breeds synergistic solutions and efficient departments. It also is a key to retaining staff; progressing and trusted employees tend to be happy and stay.
The size of this second scoop is significant. If it is too large it will not remain centered and effectivity suffers. The size of the team needs to match the needs or be sculpted to match. Those are hard decisions for leaders, and yet effective leaders do the trimming and shaping with compassion and creativity.
Ah, creativity. The power of a three-scoop leader is the top layer where solutions are found through deep research and creative problem solving. Solutions are too often narrowed to what everyone else is doing, but those don’t always fit the situation. Stretching beyond the usual may be needed to bring the answers that work best. Top leaders do their research, gather ideas and think… exploring all possibilities. They have the courage to create a new solution that best fits the people’s needs.
What about the cherry on top? That’s us, the people – we are at the top when we are supported by a leader that is aware and accountable, who serves effectively with transparency, who oversees a unified staff and who can create solutions that fit our needs.