Real Leaders Don't Boss (28 page)

Frank Gehry, well-known and much-lauded architect. He had to overcome strong anti-Semitism early in his life.

Actress Marlee Matlin, a profoundly deaf but skilled and talented actress. She took the Oscar for Best Actress in 1986.

Muhammad Ali, three-time heavyweight champion of the world. He was confronted by racial hatred early in life.

U.S. Sen. Daniel Inouye, a Japanese-American and World War II hero. He lost his hand when he was severely wounded in combat.

C. Paige Vickery, a highly successful classical musician, conductor, and educator and now a diplomat who overcame Tourette's syndrome.

Drew Barrymore, actress. She overcame a troubled childhood and resurrected her career.

Across the globe, international leaders struggle with a multitude of crises—from economic and political to environmental and social. In the United States, partisanship and rancor seem to trump compromise and consensus from Sacramento, California, to Washington, D.C. Unfortunately, the absence of
effective leadership is not limited to the halls of state legislatures or Congress, but also plagues both Wall Street and the C-suites of the nation's companies. Where are the real leaders who can effectively guide us through the crises that we face? Government and business must develop many more leaders with the expertise to balance long-term strategy with a predisposition to tackle urgent problems and teach as they go.

Today's businesses and institutions must make a conscious commitment to teach managers as well as lower-level employees how to become leaders. Presidents, CEOs, and members of the executive team who take the time to teach, mentor, and guide their lieutenants and associates are more successful in driving performance. Staff retention is also higher, and that cuts costs, too. Additionally, developing young talent ensures that the company has an easy transition when it comes time for a leader to step aside.

The military often provides an excellent training ground for honing leadership skills that can be used throughout life and work experiences. For example, whether you're at sea or a member of a squadron or a platoon, working in a closed environment forces you and your team to solve problems quickly and successfully, because lives are often at stake. If team members are empowered, if they understand the importance of taking the lead to resolve issues, if they recognize clarity of purpose, and if they believe in their abilities, they are much more likely to be successful. All this contributes to nurturing leadership skills.

Our two sons were born in Ann Arbor, Michigan, at the University of Michigan Hospital. They both had mastered the famous fight song “Hail to the Victors” before they were in kindergarten. One of the numerous benefits of growing up in a
university community is that renowned scholars, leaders, and families from all over the world surround you. The richness of diversity in Ann Arbor cannot be overstated.

We were fortunate that our two sons had some of the most knowledgeable, caring, and committed coaches during the 14 years we lived in Ann Arbor and later in Indianapolis, where our sons graduated from Park Tudor High School. Tom Huntzicker, Larry Darling, Tom Page, and Scott Fischer were some of the coaches we remember fondly, for they were real leaders. These men applied discipline with genuine care and concern for the students' welfare. They taught youngsters how to play for the love of the game, no matter what sport they happened to be playing at the time. They also taught them how to behave on and off the field, court, or ice with class, dignity, and respect for all. And, they all emphasized the importance of doing well academically.

There's a reason why leader extraordinaire John F. “Jack” Welch (of General Electric fame) and his successor, Jeff Immelt, are often mentioned in books on leadership, management, and training. They both believe strongly in grooming tomorrow's leaders as a part of their personal leadership responsibility. In fact, Welch groomed Immelt, his successor at GE's helm.

For decades, General Electric has been committed to training its future leaders through GE Crotonville, now known as the John F. Welch Leadership Development Center. Based in Ossining, New York, today it is an international leadership training organization that every year hosts thousands of employees from GE's operations worldwide. Among its offerings for future leaders are:

Executive courses in leadership, innovation, strategy, and manager development.

Leadership courses for new managers focusing on development, business impact, and external focus.

Essential skills courses, such as hiring, presentations, team building, and project management.

Customer programs including executive briefings, change management, and integration.
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