Posts Tagged ‘unquintessential leadership’

key component of quintessential leadershipI recently heard a discussion that contrasted the way God and Jesus Christ interact with humanity now (the terms “hands off” and “choice” – or free will – were used interchangeably) and the way the Bible says they will interact with humanity in the future (the term “hands on” was used).

Words are important. The way we construct and present words to present ideas are important. And the way we define relationships (such as similarity and contrasts) with words is important.

Equally important is whether we listen, how we listen, and whether we are critically thinking about what we hear or we just accept it at face value as being accurate.

Quintessential leaders pay very close attention to both sides of this equation at all times.

Therefore, for example, if someone sets up a contrast, then they present two opposite things. If  interchangeable words are used on one side of the contrast, then there are, either expressly stated or implied, interchangeable words on the other side of the contrast. Since it’s a contrast, the words (stated or implied) on each side are opposites of each other.

So, in the discussion I talked about above, if “hand’s off” equals “choice” (which was expressly stated) then, in contrast, “hand’s on” implicitly equals “no choice.” And the lack of choice equals force.

But is that true?

Is it accurate?

And is it consistent with the written record we have that shows how God and Jesus Christ (whom we are repeatedly assured are consistent, don’t lie, and have the same character and characteristics forever) have interacted with humanity, who they created, from the beginning?

The answer is “no.” While I could go to many places in the Bible to prove this, I will use the first example I immediately thought about to refute this, which is in Genesis 4:3-7.

The conversation (and I have no doubt it was a lengthy one but we just see the summary here) between the Lord and Cain shows explicitly how God and Jesus Christ lead humans and what that relationship has looked like, looks like, and will always look like.

The Lord (I AM in the Old Testament and Jesus Christ in the New Testament) had the ability to force Cain to do the right thing. But He didn’t do that.

Instead, He laid out the big picture of the framework within which Cain had to operate. He educated Cain on the options he had and what the consequences of executing those options were. Then He coached Cain on which option would lead to a successful outcome.

But Cain had to choose which option he wanted to pursue. Why?

force unquintessential leadershipForce can get the results a leader wants, but while force may win the battle, it loses the war.

A person who is forced to do something, whether by fear, intimidation, coercion, or bullying, is passively participating, but they have no investment, no commitment, no heart, soul, and mind conviction behind their actions. 

Using force puts all the accountability and responsibility on the shoulders of the person exerting the force.

Finally, force requires a total shutdown of logic, reasoning, and critical thinking (all attributes that humans were created with and are expected to use). Essentially, force creates rote action accompanied by suspension of all the unique elements of our brains and our consciences that make us human. 

In other words, force creates the same superficial and unknowing conditioned responses in humans that Pavlov’s famous experiments created in dogs.

choice quintessential leadershipWhen choices are presented, on the other hand, they require active participation on the part of the people they are presented to. Choices carry responsibility and accountability, and they require logic, reasoning, critical thinking, and action.

Not all choices carry the same weight and, therefore, may not require a total heart, soul, and mind investment and commitment (for example, choosing between eggs and toast or cereal for breakfast), but all choices, when they are executed, have some level of investment and commitment.

Choices also create a partnership between leaders and their teams. There are obligations on both sides and there are rewards on both sides. One of the greatest rewards can be growth as good choices are made that lead to greater progress and productivity, resulting in successful outcomes for everyone.

Even bad choices serve a vital purpose. They help us to learn what not to do the next time. As we deal with the accountability and responsibility of the consequences of bad choices, it spurs us to critically think about what we did that led to those consequences and to think about what we will change in the future to produce different – and, hopefully, better – results.

God and Jesus Christ are the epitomes of quintessential leadership and the models we as human quintessential leaders strive to perfectly and totally emulate in who we are, what we are, how we are, and how we lead.

So, choice or force: which is quintessential leadership?

football nfl penn state baltimore ravens unquintessential leadersDisclaimer:

I recognize that the same unquintessential leadership is rampant in almost all American collegiate and professional sports. Many of the same issues I discuss here exist in all the other sports, both at the college level and at the professional level.

However, football has taken center stage in the last several days, so the discussion here will be limited to that sport.

October 1, 2014 update to post:

PBS’s Frontline did a report entitled “League of Denial: The NFL’s Concussion Crisis,” which aired on September 30, 2014, with data that showed that 76 of 79 NFL players who have died had the degenerative neurological disease chronic traumatic encephalopathy (CTE).

That alone should make us as quintessential leaders consider whether supporting a sport that has become so violently aggressive, with conscious intent to harm, is consistent with our values, our ethics, our character, and who and what we are striving to be.

For me, it is totally incompatible with who I am, what I believe, and what, as a quintessential leader, strive to practice 24/7 in my life. Each of you must choose whether supporting this sport is compatible with who you are, what you believe, and what you say you are striving to practice as a quintessential leader.  

On Friday, September 5, 2014, after I read this article about the lawsuit by former NFL (National Football League) players against the NFL for compensation to offset the high cost of dementia care (directly related to multiple concussions and other head injuries suffered playing the game) in The Atlantic, I posted it and my analysis on Facebook:

New update on the legal action by players who’ve suffered traumatic brain injuries while playing for the NFL, and afterwards, have developed cognitive impairment and dementias.

Personally, I hold both parties accountable (although the NFL has, by big-money contracts and the play-no-matter-what-or-you-are-out mentality of the league, contributed to players risking their health and futures).

I don’t like football in its current incarnation (I really stopped watching it, for the most part, as a kid after Tom Landry and Roger Staubach left the game).

As with the increasingly-graphically-violent TV shows and movies that have been emerging over the last couple of decades, I simply cannot stomach the gleeful and massive infliction of pain on my fellow peeps who are playing, nor can I abide the unquenchable (I tend to think of a growling wolf who is feeding on its prey, with teeth bared and blood dripping out of its mouth as an analogy) desire the public has to watch it.

It’s a brutal sport even in K-12 and the coaches, across the board, don’t seem to care much about their players’ safety, health, or well-being. They seem to care only about winning.

Players, from an early age, are tested on their “toughness.” Practices with insane drills in heat in July and August (where dehydration and heat strokes are not uncommon, as are deaths), as well as hit-them-as-hard-you-can scrimmages are the norm.

Football bears a striking resemblance, IMVHO, to Roman gladiators fighting to the death when Rome ruled the known world.

The players have concussions before they ever get to the NFL, from junior high through college, so their NFL experiences just add to existing trauma.

But players also know what they’re signing up for along the way, so they bear responsibility for their choices, just as the NFL bears responsibility for care of those who’ve lined their extensive coffers with billions of dollars.

But you know who else bears responsibility? The public. If there was not a demand for this kind of violence – again, I draw parallels to the gladiators of Rome and the huge crowds of Roman citizens who reveled in watching the gruesome violence, with exhilaration and excitement proportionally upticked to the amount of blood, guts, and gore in the arena – and a genuine, it seems, delight in seeing other humans being harmed, and, in fact, a lot of screaming and shouting for just that outcome, this would be a non-issue.

There are no innocents here. Those who play, those who make a lot of money off of the players, and those who clamor for and watch the players are all culpable.

And, since I’m on my soapbox, that goes for all the violence in sports (boxing comes to mind). If there were not a market for it, money to be made, and a bloodthirsty public to be satisfied, it would not exist.

I’m an athlete so I’m not anti-sports, but when the point is not to play a game and play it cleanly and well, but to hurt, injure, or kill (yep, it’s happened) someone else, that’s not a sport.

And that’s unacceptable to me.

The majority of the responses were disappointing. It was clear that almost nobody read the article. The overall consensus was “We don’t care. The players knew what they were getting into, so they bear sole responsibility for whatever happened as a result. Plus, they make a ton of money, so they should anticipate these medical expenses down the road and save all their money for that. The NFL takes care of them while they’re under contract, so what more do they want? We love our football.”

While my analysis pointed to shared responsibility among the players, the NFL, and the fans, the responses ignored or denied any culpability except that on the part of the players.

One person responding compared professional football players to firefighters, saying that people who choose these professions know the risks involved, choose them anyway, and deserve nothing if something goes wrong.

That prompted me to ask if the emergency services personnel who responded to the 9/11/01 attacks at the Twin Towers (I lived in New York City at the time, about two miles away from the World Trade Center, and I watched the towers fall in person, so I wasn’t asking this as someone who wasn’t there and watched it on TV) and are now experiencing very serious – and, in some cases, life-threatening – illnesses directly related to their actions on that day in September, since they knew the risks involved when they choose their professions, should not have their medical costs now covered by New York City.

Nobody responded, because, of course the 9/11 emergency services personnel should have their medical costs covered for as long as they live, and so should these players who did fulfill their contractual obligation to the NFL (which did not take care of them while they were under contract because the NFL allowed the unchecked ever-increasing brutality and violence of the game and rushed players back onto the field after injuries, dumping them as soon as their bodies and minds were too irreparably broken to make the league the billions of dollars it pulls in each year).

Since then, two more significant stories involving the sport of football – one collegiate and one professional – are dominating the news.

joe paterno penn state unquintessential leaderjerry sandusky penn state unquintessential leaderThe NCAA (National Collegiate Athletic Association) announced yesterday (Monday, September 8, 2014) that it was lifting the sanctions imposed against Penn State University in 2012 when the unquintessential leadership at every level in the university was revealed as well as its complete absence of integrity, morality, and principles in allowing Joe Paterno and Jerry Sandusky to, in the first case, wink at, and in the second case, be guilty of sexually abusing children over the course of decades.

As I discussed in “Absolute Power Corrupts Absolutely” and in “The Tell-Tale Trait of Unquintessential Leadership: Allowing, Tolerating, and Committing Abuse,” the responsibility for a lack of quintessential leadership lies with everyone in a leadership responsibility at Penn State and other universities and colleges who turn a blind eye to the flagrant abandonment of morals, ethics, and integrity.

penn state joe paterno jerry sandusky administration ncaa unquintessential leadersIn 2012, the NCAA imposed sanctions on Penn State that I didn’t believe, at the time, went far enough (I would have permanently dismantled the whole athletic program and immediately fired everyone in positions of leadership at the university), exposing the unquintessential leadership that also existed on the board of the NCAA.

With yesterday’s amendment to the 2012 sanctions, reducing the time and severity of the original restrictions, the NCAA’s lack of quintessential leadership came to the surface again.

nfl unquintessential leadershipThe other example of unquintessential leadership that came back into the spotlight again yesterday happened in the NFL. This unquintessential leadership has existed all along (and it’s not just the unquintessential leadership of Roger Goodell, who has been notoriously inept at providing quintessential leadership as the commissioner of the NFL).

In late July of this year, NFL Commissioner Roger Goodell suspended Baltimore Ravens running back Ray Rice for two games after Rice was indicted on charges following a physical and violent assault in February of this year that rendered his fiancee Janay Palmer unconscious in an elevator in Atlantic City (Rice agreed to a plea bargain in ray rice baltimore ravens unquintessential leadershipMay on the indictment that consisted of community service and counseling).

Upon the announcement of such a weak punishment by Goodell and the NFL, in a sport that is increasingly seeing more violence (and murder, as in the case of former New England Patriots tight end Aaron Hernandez) among its players off the field, a backlash calling for stiffer punishments – mainly from the press – ensued.

Goodell continued to defend the punishment for Rice for a few weeks. Then, in a supposedly-get-tough-position that did nothing but further highlight his unquintessential leadership, Goodell, on August 28, 2014, increased the punishment for violent behavior off-field to a six-game suspension.

roger goodell NFL commissioner unquintessential leader(It’s important to remember that we’re talking about felonious assault charges, which in the legal system, are punishable by up to a maximum of 25 years in prison.)

Then yesterday, supposedly after seeing the actual video of Rice assaulting Palmer for the first time, the Baltimore Ravens fired Ray Rice and Roger Goodell suspended him from playing in the NFL indefinitely.

The unquintessential leadership is all over this story. Until he had no other choice, Roger Goodell was more than willing – and in both this case and the case of Penn State, the one thing that matters above all else is money (I Timothy 6:10 comes immediately to mind) – to minimize, if not outright ignore, egregious wrong-doing, give a tap on the wrist to the offender, and make sure the coffers stayed full.

But, as quintessential leaders, we must all step back to the bigger picture and ask whether the parties I’ve given an outright fail to in terms of quintessential leadership are the only unquintessential leaders involved.

The answer is “No.” Every single person who makes the choice to support – by watching the games, in person or on TV, by buying team shirts, mugs, flags, etc., by buying the products advertised during the games – these teams (and, both in the NFL and the NCAA, these are just the ones who’ve been caught) is practicing unquintessential leadership.

When we – you and I, fellow quintessential leaders – anywhere in our lives compromise the core principles of quintessential leadership, we are practicing unquintessential leadership.

The overarching questions then emerge. What else are we willing to compromise on in our lives? And what example are we setting for all the teams in our lives?

Because when we practice unquintessential leadership anywhere in our lives, we are giving ourselves permission to compromise on everything and we’re telling all the teams in our lives that it is okay for them to practice unquintessential leadership as well.

Therefore, it should not surprise us when our teams do just that, because by our examples we’ve already said that kind of conduct and behavior is okay.

And we practice hypocrisy if we follow the “do as I say, not as I do” line of reasoning. All the words in the world will never be stronger than what actions we model by our choices and by our examples.

How are we doing?

People change. Sometimes they change for the better. Sometimes they change for the worse. But, nonetheless, they change.

The physiological way that humans develop indicates that. Each of us starts out basically the same way at birth, then we grow and mature, with similarities to our families as well as things that are unique to us. Different hair colors, eye colors, heights, weights, shapes, interests, personalities, temperaments, and strengths and weaknesses.

While physical growth stops at some point, it is the only way in which we stop changing. Everything else should be directed at changing (growing and maturing) for the better, but, at times, we all get sidetracked and derailed for a little while, and while that is change too, it’s definitely not change for the better. 

However, most of us eventually come back from that sidetracking and those derailments and start moving forward again in the right direction.

quintessential-leaders-see-people-as-moviesQuintessential leaders get sidetracked and derailed sometimes during their lifetimes, so they understand this is part of being human. They also understand that it’s a temporary snapshot in time, like a picture, that does not represent the whole time before and after that time. They understand that people are movies.

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These value-priced quintessential leadership eBooks are available for download on The Quintessential Leader blog’s business website:

Building Trust and Being TrustworthyBuilding Trust and Being Trustworthy is also available from Amazon in print and Kindle versions.

If you don’t read another book this year, I highly recommend that you read Building Trust and Being Trustworthy. These are not just leadership or quintessential leadership principles. These are essential life principles that each of us should be incorporating into who we are and who we are becoming. Each of us. You. Me. Our children. Our grandchildren. Because we are all current quintessential leaders and we are responsible for cultivating, mentoring, and growing future quintessential leaders.

A mother shared these words with me after reading Building Trust and Being Trustworthy: “Just finished reading this book….EXCELLENT! In fact I’m going to make it a required read for my girls this year! Mine’s all marked in and highlighted…so I may have to get a new copy for them! Thank you, Sandra, for all the time and effort you put into this book or manual for life!”

Building Trust and Being Trustworthy is written for all of us in quintessential leadership positions: leaders of organizations, leaders of business units, leaders of teams, leaders of education, leaders of congregations, leaders of social organizations, leaders of civic organizations, leaders of families, leaders of ourselves, and those we lead.

All of us are part of many teams during our lifetimes: family, schools, social organizations, religious organizations, and business organizations are the major teams we are a part of throughout our lives. And, while we as individuals, are striving to become quintessential leaders, we often find that we are the only or one of a handful of team members on the various teams we are a part of that are.

So today’s post asks each of us to assess the teams we are a part of and determine whether the teams practice quintessential leadership or unquintessential leadership.

If they practice quintessential leadership, then we should encourage and grow that by becoming more quintessential in our personal leadership (modeling and mentoring quintessential leadership).

However, if one or many or all the teams we’re a part of practice unquintessential leadership, then today’s question for each of you to answer – please share your comments here because we who a part of this blog are a team and we can learn from each other – is what do you and I do personally to work to change that?

In Mike Myatt’s article, “30 Outdated Leadership Practices Holding Your Company Back,” he has a chart that, in general, shows unquintessential leadership practices (left column) and quintessential leadership practices (right column):unquintessential leader and quintessential leader practices 2013

Which column, in general, describes each team you’re a part of? And to answer this honestly and accurately, each of us must first ask which column, in general, describes us individually as people and as leaders?

In this earlier post, I discussed how quintessential leaders look into mirrors while unquintessential leaders look through windows. Take a moment and go back to review that post. Because today’s post gives us another opportunity, as quintessential leaders, to look into a mirror. 

The question, then, is will I? Will you?

Today’s post will discuss the mindset of unquintessential leadership and how that mindset gets expressed in actions and words. As quintessential leaders, it’s important that we are reminded from time to time of what quintessential leadership is not, so we can examine our own mindsets (attitudes and motivations) and words and actions to ensure that we’re not letting unquissential leadership creep in.

The reality is that there are far more unquintessential leadership examples around us than quintessential leadership examples.

Most of the people in leadership positions today have a mixture of the two, with more of an unquintessial leadership mindset than a quintessential leadership mindset.

This creates confusion and an atmosphere of constant uncertainty because we never know which to expect under any given circumstance. This mixture engenders continual instability and a pervasive lack of trust.

However, there are some people in leadership positions who have purely unquintessential leadership mindsets (with no quintessential leadership in their mindsets at all). We can readily spot them because their words and actions – indeed, the very core of who they are – ooze with the characteristics of the unquintessential leader mindset.

I always suspect mental illness(es) in these cases because, in general, we humans who are sane – more or less – tend to be, regrettably, a mixture of good and bad, but someone who exhibits nothing but unquintessential leadership has nothing good in his or her thinking, actions, and words. It simply cannot be found.

So let’s take a look at the major characteristics of the unquintessential leadership mindset and what each of them look like in action.

It is ALWAYS all about METhe first is pride and arrogance. The unquintessential leadership mindset is primarily narcissistic, so for the person who has this mindset everything is always all about them. What does this look like in action?

Constant self-promotion and exaggeration of importance, position and status in words and actions is one way this pride and arrogance manifests itself. No one is better, brighter, or more right.

This mindset is one of being superior to and more special than everyone else. The world – no, make that the universe – revolves around the unquintessential leader.

Nothing and no one else matters except for him or her and anyone who doesn’t realize that is the object of the unquintessential leader’s derision and condemnation.

Unquintessential leaders are, in short, legends in their own minds.

Another characteristic of the unquintessential leadership mindset is the need to control everything and everybody. What does this look like in practice?

Absolutely no challenge to the authority, authenticity, correctness, and thoughts, ideas, opinions, and edicts – because that’s what unquintessential leaders issue – is tolerated or allowed. Absolute and complete loyalty to the unquintessential leader is demanded and tested routinely. Action to squelch and remove real or perceived challenges on any of these fronts is swift and brutal.

Threats and intimidation (bullying) are another characteristic of the mindset of unquintessential leadership. This characteristic in action is a constant barrage of harassment and haranguing. An atmosphere of fear is created by the continual reminders that those under unquintessential leadership have tenuous positions and one “wrong” word or move will result in their eliminations and expulsions.

Language is the primary weapon in this characteristic, with repetition on a constant basis of what the negative consequences are that the unquissential leader holds over the heads of those cross him or her.

Manipulation is another characteristic of the unquintessential leadership mindset. Manipulation is accomplished by spin doctoring everything to make everything support what the unquintessential leader believes about him or herself.

Its effectiveness depends on a lack of critical thinking, fear, and the everpresent specter of punishment. It can be quite effective with people who either can’t, won’t, and don’t know how to think for themselves.

This is one of the most subtle characteristics, and, therefore, in my opinion, one of the most dangerous.

Another characteristic of the unquintessential leadership is the creation and maintenance of an atmosphere of suspicion and war anywhere the unquintessential leader is able to. What does this look like?

There are constant words and actions that pit people against each other, creating first suspicion, then war among those people. Unquintessential leaders will constantly find targets to attack personally and set up for everyone else to attack.

This tends to be the way unquintessential leaders get rid of people who challenge them, who disagree with them, who call them out when they are being unquintessential leaders.

Because of all the characteristics of the unquintessential leader mindset, the inability to handle the truth (for an unquintessential leader, the only truth that exists is the truth as he or she has constructed it) is universally the one that usually becomes the most obvious early on because anyone who confronts the unquintessential leader is quickly – and usually very publicly and visibly as a warning to everyone else – hunted down, forced out, and completely destroyed, if possible.

People can usually hide the other characteristics for quite some time, but not being able to face or admit the truth is almost impossible to ever hide.

As quintessential leaders, it is imperative that we are constantly examining our mindsets – our motives, our attitudes, our words, our actions, who we are – to ensure that we are not letting these characteristics of the unquintessential leadership mindset to come in and become part of us and how we lead.

This is the battle we all fight constantly, but it is a battle we must never abandon and a battle we must win. For ourselves and for our teams in every area of our lives. 

Yes. It’s that important.