"A Leader's Legacy" Part 1 & 2

Part 1:

From part of “A Leader’s Legacy” I think the most poignant quote was, “We guarantee that what people will say about you will not be about what you achieved for yourself but what you achieved for others. Not how big a campfire you built but how well you kept others warm, how well you illuminated the night to make them feel safe, and how beautiful you left the campsite for those who would come after you to build the next fire.” (19)

This quote really stuck out to me because it states the truth about being a leader. Being a leader is not about what you achieved but how your achievements helped others or benefitted others. To be a leader one must look out for the best interest of the whole and not just themselves. If a person is able to look at what they do and how it will affect the future, than they are a good leader and are not selfishly thinking about what will put them ahead of everyone else. I hope that in my lifetime I can become this type of person because I have yet to master thinking completely about how my actions and achievements affect the people that I surround myself with.

Part 2:

I think that part 2 of “A Leader’s Legacy” is one of the more important parts of the book because it talks about the important of relationships. The relationship between the leader of a group and its other members is really important because without a good relationship it is hard for the leader to show authority. To build a good relationship within an organization, people need to let others get to know them and what their talents, strengths and weaknesses are because without these qualities we would not be human. One thing that a leader should never do is show favoritism to certain people because this can cause distain within the larger group.

Form this section one quote really stuck out to me, “No matter how much formal power and authority our positions give us, we’ll only leave a lasting legacy if others want to be that relationships with us.” This quote shows the true power of a group. If others you and others are not willing to create a positive relationship than it will be hard to function as one cohesive group. It is difficult to have a completely cohesive group because there is always the chance that people within the organization are not a fan of the person who is in charge of the organization. I think that even if the leader of the organization and certain members cannot get along, they can still function and still respect each other enough to not cause issues that can affect the entire organization.

Part 1: Significance

So after reading this first section of the book A Leader's Legacy by James Kouzes and Barry Posner, I feel as if I've gathered a good understanding of why being a leader is so important. It has nothing to do with what organization you are a part of, or what you have done within that organization. It has all to do with what you can teach people. Leaving a legacy is such an important aspect of being leader; there's so much more to it than just "What have I done?".

As I was reading, one section that I found really interesting was the section on feedback. This is always something that I have struggled with. Not so much giving feedback, but taking it and implementing it. Starting off by asking "How am I doing?" I feel would be so much more productive. It might take a while for people to actually say anything, but odds are if they do speak, they've got something really good to say. Getting honest feedback is so hard sometimes especially when in a group of 65 or more women. I also found it very interesting and true that people will say anything when anonimity is involved. Saying the feedback without that cover makes it really hard for people to speak out because of that fear of rejection. We've all been in those situations where we have something to say yet no one says anything for fear of the attack that we could get in return. I know that that is something I need to personally work on and now that I've read more about how important it is, I feel as if I might start giving feedback more often.

Another section that I found to be interesting was that the most important person in an organization isn't necessarily the CEO. In actuality, it's us -- the people who report to higher ups. If our bosses do not show what it is like to be a leader, it is our duty as employees and leaders to show the right way. This can be said in any organization in life. If we want something to be done right, we need to show people how to do it. I see this so frequently that we say one thing and do the thing we said to not do. It's human nature. However, to really make a change, we have to do what we say we will do. I feel as if people sometimes forget that people are always watching and its when a comment is made that we remember that we just complained about what we were doing 5 minutes before hand. If I don't want people to have side conversations, I cannot have side conversations. It's basic rules about life, yet people seem to forget it all the time.

I found this section really captivating because it reminded me of why I like being a leader and the importance of it. If we all just reminded ourselves about the reasons as to why we wanted to be a part of something then tasks will go so much smoother; things won't seem as tedious. Quite honestly, this whole section got me thinking about my actions and what the legacy is that I want to leave behind. It makes me want to do better for my organization and I'm starting to realize where I can begin on this journey.

~ Kara

Leadership is a Relationship

Part 2 of “A Leader’s Legacy” discusses the importance of relationships. As stated in the first paragraph, “No matter how much formal power and authority our positions give us, we’ll only leave a lasting legacy if others want to be in that relationship with us.”(p.48) This quote holds true for many leadership roles. Being a leader involves two things, the leader and the followers. I believe both jobs are almost as equally important. It is the job of the leader to delegate tasks in order to complete the overall project, however, if it wasn’t for the hard work of the followers then the tasks will never get done and result in no end product. As a leader, it is your job to make your followers not only respect you but trust you.  In chapter 6, “Leadership is Personal”, the author talks about how to earn trust by ones followers. He explains that leaders should take the time to show others who they really are including their strengths, weaknesses, talents, hopes and more. Even though very good points were made, I would have to disagree on a few of them. While I think it is very important that leaders take the time to open up and be friendly with their followers, I also think it is equally important to stay neutral. In my opinion, one of the worst things a leader can do is to create favorites. Even though that isn’t exactly what the book says, I believe by opening up, a leader develops a risk of favoritism. As long as a leader can share personal information to everyone and keep that neutral mentally, then I believe sharing stories or going out to dinners can be a very good thing for the success of the group. When the leader and those who follow are liked and respected by one another, that’s when the most proficient work is accomplished.

Unfortunately, a well cohesive group isn’t always the case. In some situations a follower may not like the person in charge. But conflict only makes people grow more. Last week we got to learn about how conflict may not always result in something negative. Sometimes there are going to be situations and daily struggles with specific people, but as long as both parties remain respectful, even in a dispute, then they will be able to grow as leaders, followers and individuals.

Being a leader can be a very overwhelming job, but if you have the right personality and ability to guide others then you can do it! One of the best leaders are teachers and that is because they are leading my example every day. Teachers have specific goals in their classrooms that they want to accomplish, and depending on the values of the student, it may be successful or not. The same concept holds true for any leader. They need to be liked, respected, educated and still hold dominance. 

Part 2: The Power of Relationships

  This section of A Leader’s Legacy helped stress the importance of relationships within a leadership position. One cannot lead if they are on their own since, “Leadership is a relationship between those who aspire to lead and those who choose to follow” (52).  Without this give and take relationship, people would have no idea who is truly in control, leaving no need for leaders at all. Yet, it is not just that need for a leader to step forward but the need for someone who cares about their team members and works with them to ensure the best for the organization as well as earning the team members' trust. Trust is extremely important, and one aspect of trust highlighted within the text that I feel is extremely important is, trust is not something that just forms and is then there forever. People have to constantly work to both gain, then build and secure a sense of trust, it is not something that is easily obtained.

 To go off of trust, leaders should also want to be liked by their team members. If your team members loathe you or feel as though you have no interest in their concerns, they will have both a harder time trusting you, as well as working with and for you. Sure, I could quote this book to death, but it won’t have as much impact as it would if I instead allowed you to place yourself in a scenario. So, how about this, you are working on a group project in two of your classes. In one class, the leader is uninterested in the project as well as the group members and just wants the project to get done, whether it is of good quality or not is besides the point to him or her, and the amount of work required of you is still unknown. Yet, in your other class, the group leader tries to actively involve each member in the discussions to try and gain both knowledge and new, unique viewpoints from each member, while setting goals and trying their best to distribute the work evenly with check-in deadlines to make sure everyone is carrying their load. Which leader would you prefer? Hard decision right? Well, I feel this is what this chapter is discussing, when it talks about the need for successful leader relationships. Everyone would prefer to feel part of the group and included in decisions being made, instead of being treated like they did not even matter, and that is part of  a successful leader's job. 

 No matter the environment or scenario: positive, stable, trusting relationships are necessary for any affirmative progress to be made. It is not as if relationships are only present in leadership positions, they are present everywhere, and are an important part of life, that people should strive to work on and excel at. Whether it be a quick smile and wave walking across campus, a first impression at a job interview, or gaining clients and team members’ trust in a leadership position, always keep in mind just how important it is to have that positive relational base.

 These are a few quotes, said by both past political and literary leaders that I feel greatly represent the message presented within this section of A Leader's Legacy.

"You do not lead by hitting people over the head — that's assault, not leadership."

                                                                               — Dwight D. Eisenhower

"The most important single ingredient in the formula of success is knowing how to get along with people."

                                                                               — Theodore Roosevelt

"Trust men and they will be true to you: treat them greatly and they will show themselves great."

                                                                               — Ralph Waldo Emerson

A Leader's Legacy: Overview of Chapters 1-3

After reading the introduction, and first few chapters of A Leader's Legacy, by Kouzes & Posner, I have learned about the many different definitions of leadership.  The riveting opener in the introduction, quoting, "When we move on, people do not remember us for what we do ourselves.  They remember us for what we do for them," definitely sums up the theme and basis for this novel (10).  I do want to make a difference in the world, I don't want to live on accomplishing nothing, and being satisfied with flying under the radar for the rest of my life.  But in order for one to make a difference; commitment and self-sacrifice is of the utmost importance.  The readiness to suffer in order to make a difference in someone else's life, is a quality determined leaders must be prepared to make.  I know it's not life-changing, but I made the decision to enroll in the G.L.A.D workshop, and devote my Wednesday afternoons to learning about how to become a great leader, not only in the Greek community, but thoughout campus and throughout life.  But I must be willing to take the necessary steps, and be willing to overcome challenges in order to do so.
In the next chapter, the author(s) elaborate(s) on how the best leaders are teachers.  I definitely agree with this philosophy, and since I am considering teaching for my future career path, I know that from past experiences, the teachers I've had and the professors I have now, have impacted me positively and served as role-models for me over the years.  One must gain respect and trust from a classroom, but it is not solely given, it is earned. Every week in GLAD, we look up to the directors who present every week and look to them for advice in regards to managing our own lives.
In the final section, readers learn that credibility is the foundation of leadership.  It relates to a commitment and the willingness one is able and eager to put into a leadership role.  From a behavioral perspective, credibility is about doing what you say you will do.  If one never seeks feedback from their behavior, how will they know how their behavior affects others?  The author continues on to describe that the best leaders are in tune to what's going on inside themselves as they are leading and to what's going on with others.  Narcissism and acting conceited will get you nowhere in a leadership position.  A leader is considerate of others, not solely relying on self-absorption and their needs and desires, but what is important to others.  A leader needs to be aware of what's going on around them, and to be constanly observant.  It is a guarantee, that while leading a group of people, there are bound to be problems, disagreements and conflict.  The authors rely on setting up a system for getting regular feedback and paying attention to that feedback in order to move an organization forward more effectively so that the leader can have a positive impact on the group.
In conclusion to these sections, I have gained much more of an insight into becoming a leader, and I'm looking forward to taking more classes each week during GLAD and gaining more knowledge on the subject matter so that I may improve my everyday life and chapter as a whole in my Greek organization.

A Leader's Legacy: Part One

From the beginning, this book offered stories and examples that not only kept the reader’s interest but helped the reader delve into topics they may not have given deeper thought to otherwise. People typically correlate a leader with an individual that takes control of a situation, and gives others instructions of what to do. Yet, this is just a minuscule part of it, and after reading just the first part of this book you come to learn truly being a leader is so much more.

For instance, many people believe individuals’ ultimate goal is to accomplish their goals and objectives in their way and their way only. Although, in order to be a real leader he or she has to be willing to give back to the community or group to ensure the success of the venture. One part of this book that really stood out to me was the section that stated,

We guarantee that what people will say about you will not be about what you achieved for yourself but what you achieved for others. Not how big a campfire you built but how well you kept others warm,  how well you illuminated the night to make them feel safe, and how beautiful you left the campsite for those who would come after you to build the next fire (19).

This quote exemplifies the qualities necessary for a leader. He or she must not have just have his or her best interests in mind but instead the interests of the whole, while always looking at the big picture and future. If they are able to take away any sense of selfishness within themselves, then they can ensure the progress of their organization or company for the better while also protecting the needs and best interests of their employees and group members.

            To me, this is the most important aspect of a leader, and it is a quality I hope to possess, and master in both my time at Bridgewater State University as well as in my future endeavors. Without the ability to help others and put their needs before your own at times, the world would become a very selfish and ineffective society. One of America’s great leaders, Franklin D. Roosevelt once said, “Human kindness has never weakened the stamina or softened the fiber of a free people. A nation does not have to be cruel to be tough”, showing sometimes the best way to accomplish a goal is through that act of humanity and service, and not a militant approach which is unfortunately more commonly seen.