“We herd sheep, we drive cattle, we lead people. Lead me, follow me, or get out of my way.”
—General George S. Patton
You might say, VIM Executive Coaching is in the “business coaching business.” As a result, we have seen all iterations of leaders who naturally lead and follow.
There are some who covet the spotlight and others who don’t. In a real way, both types lead. As General Patton might have reflected in his day, some leaders quietly followed, did their job and also helped their country and organization win. Whether those who were content to keep a lower profile were involved in military intelligence or logistics or sourcing rations, they did their jobs, and did them quite well.
However, there has always been another group, that is sometimes puzzling, sometimes unfortunate in terms of their engagement: those who have simply found it best (perhaps easiest) to stay out of the way.
No opinion
We have all known co-workers who could have led, should have led, who were instead, content to say nothing, do as little as possible, temper all ambition and contribution. They have no opinion about anything.
We understand people who have no ambition for glory or riches or publicity; some who were content to simply serve. There is nothing at all wrong with that. Not every person who “puts on a work uniform” aspires to be CEO or a general. Our reference is to those who never contributed.
There are many reasons why an executive might have no desire to contribute. Certainly, organizations have been known to isolate, marginalize, ignore and bully executives. If the organization prides itself on recognizing such patterns, they can and must do something about that. Those who don’t, leave, and everyone loses.
However, sometimes would-be executive leaders are “lost,” feel disconnected from their roles, and convince themselves they have nothing to contribute because they lack mindfulness about themselves. These executives may not express a desire to move on, and yet, they are uncomfortable in staying.
Mindfulness is so valuable
Mindfulness connects. Mindfulness transforms and empowers. Whether an organization is involved in developing AI software or in oil and gas exploration, to fail to allow executives to flourish, is a major blunder.
What mindfulness training can do for future executive leaders is to create greater awareness, authenticity and compassion. The training is empowering because first and foremost, it connects executives not only to the organization but to themselves. Mindfulness recognizes executive leaders thrive when they see themselves as a part of the company, and not a-part from it. Mindfulness also recognizes executive leaders are all different. There isn’t only one way to be effective, but many paths that lead to greater understanding and purpose.
Many years ago, VIM Executive Coaching had the opportunity to interview WWII veterans. They were not all combat veterans. One man was a mechanic who assembled glider planes, one veteran was in the Quartermaster corps and established the first PX store on Guam, one sent up weather balloons, another was in the Adjutant Office tracking fraud and waste. What struck us about these and other veterans was that they became leaders within their divisions or departments. To a soldier, they said they had a mission to perform and while they didn’t do “important things,” they contributed and felt responsible to do an effective job. They were mindful in those intentions.
In modern day organizations a sense of the importance of the undertaking is often lacking perhaps, because executives do not feel empowered to be mindful of their status in being a champion of such assignments. Yet, in our view, there is nothing more important for any executive to accomplish. Mindfulness is “what wins” whether the executive steps boldly or quietly in the pursuit of excellence.