The Will to Command
Self-abnegation
Noun
1. Self-renunciation — renunciation of one’s own interests in favor of others.
2. Self-abnegation — the act of denying, sacrificing, giving up something in favor of others.
3. Self-sacrifice — acting with less concern for self than for the success of the joint activity.
Lately, a parade of otherwise intelligent young leaders has been suggesting that “It is the responsibility of leadership to sacrifice themselves for the organization!” Foreswearing personal reward, they should work longer, harder and better than everyone, then retire to the desk to do the books and plot strategy before collapsing at 2 AM. Calls to mind all the Saints, parents and admired friends who gave up their own interests in order for someone else to succeed. Martyrdom seems to be more and more highly respected in our culture. But then…
Leadership: The art of articulating a vision — then driving, coaxing, pushing and nudging the many players in the organization to move toward that better future. As the battle wears on, the leaders steadily become more exhausted and disillusioned. The urge to lay down and rest gets greater with every passing day. But, they say, “No rest for the troops? No rest for me!” And I’ll bet that the leader can outlast ten others because the strength of vision and commitment that put them at the top of the org chart would serve as a powerful drive to sustain… But soon the one calling the shots can’t see straight!
Let’s get simple for a moment: Suppose that right at the outset of a great battle, the Generals on both sides stepped to the front lines and offered themselves up for personal destruction… Then Colonels and Majors, then Captains, Lieutenants, Sergeants and Privates First Class? Should the President really arm wrestle his Secret Service detail for the honor of taking the bullet? The Assassins win!
Being “Just a Regular Joe” is a well-intentioned idea perhaps, but not wise. Time to Decide! Are you going to Do — or Lead? Player/Coach is not really a desirable title… The “will to command” means the willingness to “take” command and occupy the leader’s space. You can’t do both. A lot of people want the symbols of leadership, or its perqs, but few people want to be Responsible for the Enterprise.
Who’s in command when the leader passes out? Who drives when the driver is collapsed in the back seat? Who decides when the best decider has left the field on a stretcher? The news hasn’t been full of great examples of leadership lately. (Washington seems to contain only grandstanders and politicians attempting to avoid both responsibility and blame.) Then there’s Wall Street where the new Boss can’t wait to re-do the Presidential Loo with a different pattern of gold embossed wall paper. Disgusting, yes?
There are “Leaders” who seem to spend their days glorifying and pleasuring themselves at the expense of the organization and the people they “serve…” False Leaders — the world is full of them— tainting the work for everyone who follows. But in a world full of bad examples, here’s the point: Genuine Leaders think, feel and decide for the organization — for the many. They are the “Soul of the Enterprise.” Without them, we don’t know what we stand for, where we’re going, or how we ought to get there. They lead, presumably because they have better instincts, training and vision. We need every particle of their insight, decision making skill and class to suss out what happens next. And we need them at the helm as much as possible.
How do we ensure their continued presence in the seat? Well, obviously we make that seat as comfortable and sustainable as possible. We feed them well, whatever and whenever they want. We put a beverage in their hand, provide a place to rest their feet, a private loo, and a couch right there in the office so if they must doze, it’s four steps away. We see to their needs, their personal financial stability and we allow them to devote themselves completely to the task — including that jet if need be.
Hey, it’s cool to be the Boss. If it wasn’t, why would anybody bother? But the truth is, it ain’t worth it. There is no reward big enough to exchange fairly with a big leader for putting a Fortune 500 company back on track for success. Apple can’t pay Tim enough.
It may appear that leaders have a soft gig… but they are giving up their life, their family, their privacy and everything but the narrow 24/7 focus on the company — for the duration.
The “perqs” are attractive as you climb the ladder, always focusing on the top job. But when you get to the corner office, you’ll discover that there’s work to do — no time to waste — and if the firm has done it right, you won’t have to think about anything but work for the foreseeable future. Your days and nights will be focused like a laser on putting the company on a higher and safer perch for the benefit of all. The “perqs” are simply the tools required to make success possible.
Leaders are different. They have something special: a vision, a sense for its accomplishment and the skills to move the troops — just call it magic… It’s rare. And like everything else rare, it has both a cost and an upkeep. Should they do the magic for free? I don’t think so.
Resenting and Denigrating the True Leader is becoming fashionable these days. But applause might be a better response to our leaders and the well-earned perqs that support them. If you want that life — all of it — step up and lead. The goodies will come as you earn them, and don’t be surprised if they appear a little less cherry after your second year of 100-hour weeks.
If you possess the will to command, go for it. There aren’t enough true leaders. Be a great one and earn the rewards that go with the awesome responsibility.
If you’re a little envious, fine! Turn that envy into honest admiration. Salute and become an honest and true follower.
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