My phone rang early one morning as I was on the way to the office.

“Read the article I’m sending you,” Emily said.

Then she continued in an exasperated tone, “That’s what I’m doing!”

After a couple of minutes of explaining the contents of the article, I replied, “Yes, you are.”

Then I read the article.

It was a report on a seminar on “Leadership Challenges” in their industry. She worked in higher education. The Trustees for the state university system were learning about the characteristics and challenges of adaptive leadership.

Emily had been living with adaptive challenges for a long time. “Finally,” she thought, “they are catching up and will help us create a culture that nurtures these challenges.” But conversations the day before proved differently.

Emily already knew she was leading people during a time of rapid change and growth. The challenges they faced required her to employ all the adaptive leadership skills she learned in previous experiences. Most days, the work was rewarding. Difficult at times, but rewarding. She did the work because she believed in the mission, the staff she led, and most importantly, the students who were learning. I couldn’t help that Emily’s exasperation struck a cord with me.

Later that day, the reason(s) why came to light. The more I read, the more I learned.

The Trustees were operating from a place of autonomy. For the most part, they had demonstrated success in their respective industries before being elected to their current positions. But the role of Trustee was different than most of them had ever experienced.

“Autonomy is total and complete independence. Empowerment is leveraging a person’s individual strengths to achieve a common goal. Empowerment requires a shared direction, coaching, and resources to accomplish the common goal.”

-Kevin Ford, The Secret Sauce: Creating a Winning Culture

Emily was operating from a place of empowerment. The Trustees were immersed in a deeply held, autonomous mindset.

The Trustees would likely argue they were not operating in “total and complete independence.”

Their behavior seemed to indicate differently.

There was a lack of:

– accountability

– collegiality

– focus on common mission

There was a focus on:

-preservation of the status quo

-arguing about resources

-jockeying for positions of power

While symptoms of something much deeper, Emily knew they held decision-making power. And, decisions were being made that would focus their work. The Trustees, like many people, liked to hear themselves talk. What I noticed from a distance was the inconsistencies between their words and actions.

Now, jump to my friend. She reminds me often of “she can only be who God created me to be.” Sound familiar?

You are doing exactly what others are talking about.

There is your first challenge: while others are talking, you are inspiring action.

Second, while they are talking, you are looking for ways to identify and help people use their gifts.

Third, while others are talking, you’re focused on the mission. You’re ten paces ahead, channeling resources to make the mission more than words that hang on the wall.

Finally, while others are talking, you are coaching people to bring out their best to make an impact in the world.

I picked up the phone and called my friend. “Here’s the question,” I started,

“Are you all talk or empowering people to lead?” “What kind of question is that?” she darted back at me. “The kind that reminds you who you are and why you’re a leader,” I said.

As our conversation continued, she began to reflect on her team, the ways she witnessed them using their gifts and how they helped one another work toward a common mission of raising up the next generation of leaders.

I thought I heard her smile begin to reemerge on the other end of the telephone. She knew there was more at stake than mere words. Emily not only valued her team, she recognized their gifts.

Leaders, the culture you create in the workplace makes a difference. Emily continues to remind me of the importance of leveraging the strengths of others toward a common goal. Empowered people help create a culture of collegiality.

For more on creating a winning culture, read Secret Sauce: Creating a Winning Culture by Kevin Ford. Three elements of a great culture are identified along with pointing you to “the secret sauce”.