Let me tell you about Chuck Jenkins. I met him just prior to the Pathways to Leadership program he attended. Though responsible for HR, Chuck did not bring Pathways to Leadership to his company; another executive -- someone new to the company -- did. So that you have all the information, you should know that prior to Pathways, Chuck attempted to bring in various culture building programs, but they were met with little acclaim, and in some cases, even resistance.
The responsibilities of culture and leadership development are often perceived as HR functions. How would you respond if someone completed a task that was in your area of responsibility? Because this happens regularly in most companies, many of us can say that most people get ugly in situations like this.
Not this guy. The moment he shook my hand, his enthusiasm for his company and the people it employs was obvious. "How do I help?" was communicated in everything he said.
When given the choice, do you put the needs of your company before your own personal agenda? What's more important -- the safe and successful voyage of the boat you're on, or your position on the boat?
What good is the position we have on the boat, if that boat is sinking?
When I received the unfortunate news that Chuck's position was being eliminated, I wondered how he would respond. I didn't have to wait long to find out. "Hi Craig!" he said enthusiastically. I quickly discovered that I wouldn't be serving him during that phone call; he would be serving me. I began to be lifted by his spirit.
I asked him, "How do you do it, Chuck? How are you able to respond so effectively?" His answer was pure leadership: "I want people to know how I handle adversity. I want them to see what's possible, regardless of how bad things seem to be."
How would you respond?
It is possible the above question is one we should all answer, even if we're not in a situation like Chuck's?
The leaders we admire the most are the ones who don't have to change their style or stripes according to circumstances. In other words, they're bringing their best every day, not just when the heat is on. These leaders are not wondering how they would respond in Chuck's situation, because they're already responding in advance of any situation. These are the leaders who are interviewing for their job on a daily basis. And they know the people interviewing them include the people that work for them.
These people bring their 'A' game every day, regardless of the circumstances. That way, when tough moments arrive, these leaders have developed the mettle to withstand the heat. Like Chuck, these people are models for us in how to effectively handle adversity.
How do people see you lead when times get tough? How do people see you handle adversity? Are people pointing at you as an example of whom they want to be like?
Do people want to be around you because you create a haven for pity, an island for victims -- or because you stimulate enthusiasm, generate determination, and explore what's possible?
How are you leading? What sort of difference are you making? Are you contributing to the decline of communication, relationships, and thus results? Are you simply fighting for your spot on the ship?
Or are you building those around you? Are you fighting for the ship that carries you?
Meet Chuck Jenkins. Meet a leader.
