Do You Have the Will to Lead?

What are the attributes of a "leadership mind"?

Authentic leaders have absorbed the fundamental fact of existence -- that you can't get around life's inherent contradictions. The leadership mind is spacious. It has ample room for the ambiguities of the world, for conflicting feelings, and for contradictory ideas.

I believe that the central leadership attribute is the ability to manage polarity. In every aspect of life, polarities are inevitable: We want to live, yet we must die. How can I devote myself fully to both family and career? Am I a boss or a friend? A lover or a judge? How do I reconcile my own needs with those of my team? Those paradoxes are simply part of life. Every business interaction is a form of confrontation -- a clash of priorities, a struggle of dignities, a battle of beliefs. That's not an invitation to wage an epic battle of good versus evil or right versus wrong. (Chances are, your boss is less of an SOB than he is an agent of the cosmos.) My point is, you have to be careful not to bang your head against the wrong door. Polarities are in the nature of things. How we act, how we respond to those polarities -- that is where we separate greatness from mediocrity.

That doesn't mean that we don't have to make decisions. Tough choices are a daily requirement of leadership. Leaders have to hire and fire, to sign off on new strategies, and to risk investments -- all of which can lead to stress and guilt. The presence of guilt is not a result of making the wrong choice but of choosing itself. And that is the human condition: You are a being that chooses.

A young, ambitious guy whom I worked with at Amoco got a double promotion that required a transfer to Cairo. He went home to his new wife and young baby and said, "Great news, we're moving to Cairo." Appalled, his wife said, "You're moving alone. I'm going home to my mother." That was the first test of leadership in that family. There was no viable compromise: If he relinquished his promotion, he would resent his wife for ruining his career; if she just went along with the move, she would hate him for squashing her ideals for her baby and herself. What to do?

After some discussion, they might have been tempted to believe that maturity required them to deny their feelings and to sacrifice on behalf of each other. But that actually leads to illness, depression, and the end of affection. Instead, they went back to the fundamentals: Is it my career, or is it our career? Is it your baby, or is it our baby? Are we individuals, or do we operate as a team? What are our values? That marriage had to grow up by the equivalent of five years in about two weeks. They ended up going to Cairo, but their relationship had been transformed: She understood that his career was important to her; he recommitted to his values as a participant in the family. What matters is not what they ended up choosing, but how. They took the courageous step to redefine, from the inside out, who they truly were. The how is what gives you character. The what, which at first appears paramount, is ultimately of no emotional significance.

Managing polarity teaches us that there are no solutions -- there are only changes of attitude. When you grapple with polarities in your life, you lose your arrogant, self-indulgent illusions, and you realize that the joke is on you. To get that message makes you a more credible human being -- instantly.

It's one thing for a leader to embrace the contradictions of the new economy. But how does he or she persuade colleagues to go along with this kind of thinking?

The best leaders operate in four dimensions: vision, reality, ethics, and courage. These are the four intelligences, the four forms of perceiving, the languages for communicating that are required to achieve meaningful, sustained results. The visionary leader thinks big, thinks new, thinks ahead -- and, most important, is in touch with the deep structure of human consciousness and creative potential. Reality is the polar opposite of vision. The leader as realist follows this motto: Face reality as it is, not as you wish it to be. The realist grapples with hard, factual, daily, and numeric parameters. A master in the art of the possible, the realist has no illusions, sees limits, and has no patience for speculation.

Ethics refers to the basic human values of integrity, love, and meaning. This dimension represents a higher level of development, one ruled not by fear or pleasure but by principle. Courage is the realm of the will; it involves the capacity to make things happen. The philosophic roots of this dimension lie in fully understanding the centrality of free will in human affairs. Courage involves both advocacy -- the ability to take a stand -- and the internalization of personal responsibility and accountability.