November-December 2008

Where Are You Headed?

By George Burk

It’s been said by many people that, to lead, you must know where you’re going and how you’re going to get there. That means not only where your organization or department is headed, but also where you’re going as a leader. It’s even more applicable to your personal life — the company you keep, the words you use, and the choices you make. It’s a cliché, but life really is all about making the right choices.

Business guru Ken Blanchard has said he was convinced of the importance of leadership style after reading The Leadership Engine and talking to its author Noel Tichy.

Tichy’s extensive research showed that effective leaders know where they’re going and how to help you get there as well, Blanchard said in his new book, Leading at a Higher Level.

“If you can teach people your leadership point of view, they will not only have the benefit of understanding where you’re coming from, but they’ll also be clear on what you expect from them and what they can expect from you,” Blanchard wrote.

Blanchard believes you should start determining your leadership point of view by:

• Identifying your influence. Figure out who — whether it be a parent, teacher, employer or historical figure — has had the greatest impact on you and why. What have you learned from him? How would you like to emulate her?

For me, I’ve had many people who’ve had a positive impact on my life. From the rancher John Davieau, who found me on fire and saved my life, to Dr. Wellford W. Inge, my primary doctor in the burn unit, and Dr. Tom Newsome.

There have also been any number nurses, military leaders, family and friends who’ve had a positive impact on my life. But to narrow it down to one person, my mother was my biggest role model. She was my best friend, and I knew she loved me. My mother was the most positive person I ever met. Two of her favorite sayings were, “Everything turns out for the best, you’ll see. Always do your best. Don’t ever quit; don’t ever give up and know that I’ll always love you.” And, “An honest days work for an honest day’s pay.”

My mother began talking to me about college while I was still in grade school. Results were important to her but so were people and relationships. She knew that one couldn’t be truly achieved without the other. That was my first introduction to networking, I guess.

Also from my mother, I developed the core belief that great leaders and people derive their power not from their positions, but by earning the trust of those under them. Several military leaders I knew and served under and by a select number of friend’s and my family later reinforced this lesson to me.

• Determining your purpose in life. “Purpose” is defined in “The American Heritage Dictionary of the English Language” as: “the object toward which one strives or for which something exists; a goal. A result or effect that is intended or desired; intention.” In an organizational context, purpose is also a mission statement. It defines the organization’s business, its customers and core values. But defining your purpose is, first and foremost, applicable to your personal life, your goals and core values. Life doesn’t start and end with your organization. It starts and ends with you as a person—who you are and your belief systems because you bring those belief systems ----core values---with you when you come to work every day.

What are your core values? Do you understand the term? On what core values do you choose to focus?

Core values act as the filter for your personal and professional decisions. If you value career advancement and integrity is one of your core values, any action that could lead to advancement must be filtered against your integrity value.

For me, people skills, setting an example i.e. being the benchmark, listening and teaching skills and humor were important for the former and faith, spiritual peace, integrity, character, humor and love of life important for the latter. Many times in my life, I found them interchangeable and applicable to both my professional and personal goals.

• Putting it all together. Combine your responses to develop your personal mission and philosophy and leadership style. What you’ve learned from previous leaders, your life’s purpose and your core values, what are your beliefs about leading and motivating yourself and others? Remember: It’s all sequential, inside out, not outside in.

I’ve known and worked under many great leaders. They were a lot like my mother: they were effective communicators and even better listeners. I knew they cared about their staff and me because they demonstrated how much they cared every day. Their words mirrored their actions. They were consistent and they influenced me a lot. In your personal and professional endeavors, it’s important that you are "reference-able" — that people won’t hesitate to speak highly of you. You may not always be able to achieve it, but you can work towards being "reference-able" all the time; and I think that becomes an important part of your life.

You really are known by the words you use and the company you keep so choose them both wisely.

Captain George Burk, USAF (Ret), plane crash & burn survivor, motivational speaker, author and writer. www.georgeburk.com, Phone: 800-769-8568; 480-212-6321 (mobile); PO Box 6392, Scottsdale, AZ 85261-6392

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