Authentic leadership is both active and reflective. One has to alternate between participating and observing. I am in the midst of navigating my own way through that journey and feel compelled to share my experiences and perspective with you.
The focus of my life’s work and passion is authentic leadership. At the foundation of authenticity lies ownership and personal accountability. In part, this means the ability to distinguish between what you can control and what you can’t and putting energy into that which you can influence. I am aware that COVID-19 is causing concern and fear. I recently read that, despite all that is being done, 50,000 people still die on this continent every year from the flu. As much effort that is going on to try to contain this thing, let’s keep things in perspective. A trickle of fear in the brain can eventually turn into a trough that everything flows into.
The truth is that our health is constantly threatened by external toxins and “invaders” such as viruses and bacteria. We have little control over what is circulating in the air around us, but most of us have the ability to influence our immune system – how the body responds to these toxins.
Personal accountability means taking full responsibility for what we can control and letting go of what we can’t control. In the midst of all the unknowns in the current world narrative about this disease not enough emphasis is being placed on what we can control – our own response to the disease. Let’s not get so stressed about this that we create a self-fulfilling prophesy of a compromised immune system.
While much lies outside the sphere of influence in this impending endemic, here are three things we can all be accountable for:
1) Get as much knowledge about what is happening as we can – from trusted sources.
2) Learn as much about your immune system as you do about the disease. And put your energy into what you can impact – bolstering your well-being.
3) Wash your hands.
What in your life is calling you?
When all the noise is silenced,
the meetings adjourned,
the lists and agendas laid aside…
what still pulls on your soul?
In the silence between your heartbeats hides a summons.
Do you hear it?
Name it, if you must, or leave it forever nameless,
but why pretend that it is not there?
― Adapted from Mevlana Rumi
In 2017, days before my brother’s passing, I found myself in the familiar place of sitting at his bedside holding his hand. Hal’s breathing was labored, and his eyes were closed. I rubbed a moistened sponge gently along his chapped lips. My hand on his heart seemed to help relax the strained movement of his rising and falling chest. In those long moments with him, I learned that caring is more than simply being open to experiencing the anguish of another’s suffering. It is the willingness to live with knowing that we can do nothing to save another other from their pain. On this particular afternoon, in a feeble attempt to relieve my restlessness, a question arose within me with no expectation of a response.
“Well, Hal, what advice do you have for your younger brother before you die?”
His eyes opened and he squeezed my hand, surprising me with a response.
“Find your voice,” he said clearly.
“Find your voice? What do you mean?” I asked.
That was all he had. His hand relaxed; his eyes closed; and he drifted back into unconsciousness.
After months of disabling aphasia, these were the first words he was able to string together in as long as I could remember. And, as it turned out, they were the last words I ever heard him utter. I spent considerable time after Hal’s passing reflecting on his life and considering carefully the significance of his guidance to “find my voice.”
I wrestled with the meaning of Hal’s words and the meaning of my life. Amid the grief, I began to fear that my life was somehow being wasted. Was I making a difference? Having any impact? I needed to look this dragon in the eye. I needed to face honestly the haunting prospect of my own insignificance. As the Scottish hero William Wallace says in the movie Braveheart, “Every man dies; not every man lives.” Hal’s dying inspired me to live. And to live authentically.
Hal, as an extraordinary medical doctor and remarkable human being, left a legacy of generosity, love, and wisdom to his patients, his staff, his community, and his family. He had unknowingly created what anthropologist Ernest Becker called a symbolic “immortality project” – a noble cause of enduring value beyond one’s life. I have come to understand that an immortality project is an integral facet to authentic leadership. I’m not sure Hal ever fully understood his impact. Perhaps that is the reality of a true contributor.
In the midst of my grieving the loss of a brother, something was being born within me: an immortality project of my own – a cause that would outlive me and bring meaningful work and membership to a noble and ethical community of like-minded leaders. Mihaly Csikszentmihalyi wrote, “When a leader demonstrates that his purpose is noble and the work will enable people to connect with something larger – more permanent than their material existence – [then] people will give the best of themselves to the enterprise.”
Like so many leaders I work with and learn from, I struggle between having confidence to live a life of purpose and yielding to the daily demands of others. By too easily yielding to what is pressing, practical, and popular, I can sacrifice the pursuit of what is in my heart. Hal’s dying became a gift to my living. It became clear that I needed to take action, gather my courage, and offer a public workshop for authentic leaders. Thus, The Other Everest Retreat was born.
I didn’t know how it would be received, but I needed to walk through my fears and listen to my voice. Regardless of how many people registered, it was vital that I kept walking on this journey. Thus far, we have filled four retreats as well as two Alumni sessions for those committed to go deeper. I have facilitated learning forums for participants who complete The Other Everest. I now have a partner who shares my passion and vision and will assist with future retreats. We are establishing a coaching program for participants to stay on track and further their leadership development. We are planning to offer more retreats and in more locations. We are also in the process of setting up a foundation, so finances are not a barrier to participation. My mother used to tell me to “shine a light on what you desire. Whenever you set a goal there is an unseen force, an energy, that moves you toward that goal.” Nowhere in my life have I come to know the truth of this statement more than from the response to The Other Everest retreats.
I hope you will join us and take this leap together to create authentic workspaces and authentic lives for those we lead and those we love. If you are interested in knowing more about this retreat or to register, please visit: www.davidirvine.com or contact us at email@example.com or 1-866-621-7008. I look forward to having you join us.
Are you ready for the journey?
A leader can be defined simply as a person who has followers. Not followers in the conventional sense of being subservient, compliant, or submissive. And not necessarily social media followers. Leaders have followers in the truest sense: they follow not because they have to but because they want to. They follow by seeking your advice, looking up to you, respecting your opinions and perspective, and working with you to produce results. They follow by trusting. True followers are engaged and committed.
True leadership development, then, is about becoming a person that’s worth following. It’s about attraction rather than promotion. And if you don’t know how to attract people to follow you when you don’t have a title, don’t expect a title to make it happen for you. You can get promoted to being “boss,” but you have to earn the right to be called a leader.
So, titles don’t make you a leader. What they do make is your flaws and deficiencies immediately visible and transparent. You don’t have to be vulnerable to show others your imperfections. Those around you already know them. With the position of leadership comes the responsibility of letting your people know that you are aware of what they already know. “Here are my flaws. Here are your flaws. And here’s what we are going to do to cover each other off because we have each other’s back…” For example, if interpersonal relationships aren’t your strength, let others know that you know this. Then acknowledge the people on your team who are good with people and give them the space and support to express their abilities for the betterment of the team.
This level of self-awareness is a critically important ability for leaders to develop. Everyone already knows you have flaws. The question is, “Do you know it?” If you want to be a credible leader who is capable of influencing others and inspiring others to follow you, you must acknowledge and be open to looking at your weaknesses.
If you do it right, leadership is a voyage of self-discovery. Make sure you know this before you get promoted and make sure you tell people this when you promote them. Authenticity does not mean perfection. It means embracing the brokenness as an integral part of life. If you want to live an unexamined life and avoid having all your flaws on public display, don’t become a leader!
This is a huge failing of many organizations. Historically, we promote people based on their professional or technical competence and ability to be an individual contributor. In the midst of the tyranny of the urgent, not enough rigor is put into assessing potential leaders’ ability to inspire followers and then supporting them on their voyage of self-discovery. Some people should never be put in a position of leadership. Desiring a raise or a promotion are simply not strong enough criteria for the arduous work of leadership.
Here are four ways to earn credibility in the face of deficiencies:
1) Be committed to self-discovery and self-awareness. If you don’t want your flaws on public display and if you aren’t dedicated to working with your deficiencies and coming out the other side a better person, then accept, with all due self-respect, that leadership is not for you. There is plenty of important work in the world that doesn’t involve leading others.
2) Be open about your weaknesses to those impacted by them, what you plan to do about them, and how you need others to compensate for your flaws. This gets to the heart of authenticity. Your flaws are already known to people whether you acknowledge them or not. It’s about being open about it and willing to answer the question, “What are you going to do about it?”
3) Don’t avoid leadership because it’s tough. Just know what you are in for. Go through it, with all its pains. Leadership, like love, hurts. But if you are committed to making a difference and to making the world a better place through your influence, it doesn’t matter. All those hurts strengthen you.
4) When you see leadership ability in others, don’t hesitate to a) acknowledge it; and b) encourage it. Leadership doesn’t start with people who have a title. It starts with instinctively knowing how to inspire people around them. Leadership about presence, not position. Let’s do a better job of recognizing leadership in ourselves and others.
If you are committed to be a better leader through increased self-awareness and a stronger, clearer purpose and presence, and could benefit from a community of support with other authentic leaders, then I invite you to join me for a renewed perspective on leadership and a life-changing experience at our public workshops at the Banff Centre. Check out my website for information: www.davidirvine.com
- Care enough to stop blaming and criticizing. Life is more than simply growing old. It means growing up. Growing old, any animal is capable of. Growing up is the prerogative of human beings. Once you decide that all criticism and blame are a waste of time your life will change forever. It’s far easier to be a critic than to be a player. That’s why there’s always more critics than players. In an NHL game, for example, you’ll find eighteen people on the ice at any one time if you include the referees and the linesmen. What do you have in the audience? Eighteen thousand critics. 1000:1. That’s about the proportion of critics to players in our society.
- Take ownership. One thing I’ve learned is that no one will ever think less of you for raising your hand and saying, “I’m responsible for that.” Explaining his error in judgement over a photo taken eighteen years ago, our prime-minister initially blamed his privileged upbringing for blinding him to the offensive reality of such images and how they are viewed as racist. My response is, “What’s wrong with simply fessing up to a mistake and misjudgment?” Take ownership. A leader’s responsibility is to model maturity and display what ownership looks like. And as citizens, it is our responsibility to take ownership by expecting from ourselves what we expect from our elected officials. It’s a whole lot easier to see the shortcomings in others – particularly if they are as visible as politicians – than it is to see our own blind spots and deficiencies.
- Don’t wait for your leaders. Another way of expressing ownership is to give what you expect from others. Waiting, as most of us know, is not a good strategy if you are after results. Indeed, we often wait for, or expect, our elected officials to legislate policies and practices that suit our own interests and in the process abdicate personal responsibility. What we expect from others, especially those placed in a position of leadership – contains a seed of opportunity to bring that to the world. If you want a visionary, benevolent leader with strong character, start by developing these qualities within yourself. If you want politicians to have more integrity, bring greater integrity to the world. Wanting your political leaders to be accountable starts with you being accountable.