Blog Post

Leadership is Stewardship

Jeffrey DeWolf • Aug 01, 2017

One day during the American war for independence, George Washington rode up to a group of soldiers trying to raise a beam to a high position. The corporal who was overseeing the work kept shouting words of encouragement, but they couldn’t manage to do it. After watching their lack of success, Washington asked the corporal why he didn’t join in and help. The corporal replied quickly, “Do you realize that I am the corporal?” Washington very politely replied, “I beg your pardon, Mr. Corporal, I did.” Washington then dismounted his horse and went to work with the soldiers until the beam was put into place. Wiping the sweat from his face, he said, “If you should need help again, call on Washington, your commander in chief, and I will come.” From John Maxwell – Five Levels of Leadership

After six years of organizational effectiveness consulting and culture assessment, I'm more convinced than ever that the secret to success lies with leadership. Not as much with leadership "skills" as with leadership "mindset."

Why do I recommend an investment of time and money in leadership development and coaching? It’s because I believe in the power of leadership. I believe in the impact that leaders have on a culture. And I believe in the importance of equipping leaders to actually lead people.

Leadership is not a perk.

Too often leadership positions are seen as a perk. They are viewed as a privilege. A reward for hard work or accomplishment. For some, it’s a desire for power, or prestige or just a bigger paycheck.

Unfortunately, for many, the increased responsibility and additional demands are not fully understood in advance. Taking on a supervisory role is a big deal. It is not something to be taken lightly. One must count the cost beforehand.

Think about it. When a company places the responsibility for a group of others under your leadership, they are trusting you to maximize the use of those valuable resources. They are trusting you to be sure those people have clear direction. They are trusting you to be sure those people are thriving and satisfied in their jobs. They are trusting you to guide them to personal growth and better performance.

Leadership is stewardship.

In essence, the company has made you a steward. The most common definition of a steward is a person that is given full responsibility for the valuables of another. The company has entrusted you with valuable assets and asked you to protect them, utilize them, and grow them.

A steward is a person that is given full responsibility for the valuables of another.

You see, leading others requires a mindset shift. The duties of management can’t be viewed as annoyances that distract from accomplishing daily work. They must be seen as the first priority. Investing time in people, and working alongside when necessary, is how true leaders lead.

So what are the qualities of a good steward leader? Here are my top five:

  1. A steward is present . – In order for a leader to know about the needs of her people, she must be around. To know the threats to productivity, redirect priorities, or solve problems, the leader must be present and involved.
  2. A steward is willing to serve . – Much has been written about servant leadership and the central idea is this: There are times when it falls on the leader to get his hands dirty and get things done alongside his people. No task is below the leader. Being willing to help in the mundane or unpleasant work wins the hearts of followers every time.
  3. A steward is trustworthy and responsible – When a company places its trust in a leader to oversee the work of others, it comes with great responsibility. A good leader understands this and stays vigilant, solves problems quickly, doesn’t ignore issues, and takes his or her duty seriously.
  4. A steward is skilled and knowledgeable – It’s clear that leaders need core skills to be effective. A good leader is skilled in the tools and techniques of management. He or she commits to keeping skills sharp, learning new things, and staying knowledgeable about his or her subject-matter and industry. This inspires confidence in followers.
  5. A steward has foresight – It’s not enough to manage the day-to-day well and respond to issues as they come along. Being a leader also requires the anticipation of upcoming challenges and threats. A good leader must set aside time and energy for proactive vision setting, planning, and preparing for possible problems.

Obviously, there is much, much more to say about the qualities and the heart of a true leader. I also freely admit that I have a lot of growing to do in these areas. We all struggle with issues and blind spots. We all have room for improvement.

George Washington was known for many qualities. One that I’ve always admired in particular, was his reluctance to seek and hold positions of leadership. In nearly every case, he had to be convinced, and sometimes cajoled, to assume power. There was even an effort to crown Washington as a king of sorts...an effort that he quickly and authoritatively rejected. What a refreshing contrast that is to the practice of seeking a leadership position at all costs…for personal gain.

Washington was counting the cost of leadership. He understood the requirements and sacrifices it would take to fully assume the role. When he finally agreed to lead, he did it with a rare balance of vision, courage, skill, commitment, and perhaps most importantly humility.

By Jeffrey DeWolf 23 Apr, 2019
In today's highly aware culture of #metoo and sensitivity regarding sexual harassment, it's a good idea to think about how much touch is too much.
By Jeffrey DeWolf 03 Oct, 2017
He could feel the heat rise in his cheeks as a small bead of sweat rolled off his forehead and down to the tip of his nose. With a flick of his index finger, the drop of sweat was quickly removed. “Could you, uh, repeat the question?” Bill Thomas asked as he looked over at the judge and then back to the opposing attorney. “Please explain what your firm has done to prevent the events which Miss Johnson claims have occurred?” replied EEOC lead attorney, Mark Jackson. Bill’s mind raced. He thought about the claims of sexual harassment Sherry Johnson had leveled against a member of his management team. While he didn’t doubt her claims, he truly couldn’t believe that the behavior had continued for three months even after she reported it to her boss. “I, uh, I mean we as a company would never condone this behavior,” Bill stated as authoritatively as he could. “We have a policy against it! It’s in our employee handbook, I believe. Isn’t that right, Janet?” Janet Baker, Bill’s HR Director, squirmed in her seat, unsure if she was supposed to--or even allowed to--respond. “Thank you, Mr. Thomas,” came Jackson’s reply, essentially ending Bill’s fumbling for an answer. “Just so I’m clear… Are you saying that your effort to protect your employees from discrimination and harassment in your workplace was the possible insertion of a policy statement in your handbook?” “Well, uh, yes, I mean, no. I mean, everyone knows that the company frowns on this stuff!” Bill stammered with a rising note of defensiveness. “So, let’s say the policy is in your handbook,” Mark interrupted. “When was your handbook last updated? When was the last time the policy itself was communicated to employees? What…” “Objection!” interjected Bill’s attorney. “How many questions will counsel ask before allowing my client to answer?” “Sustained. Mr. Jackson, please allow the witness to answer one question at a time,” directed the judge. “Mr. Thomas, you may answer the questions if you can remember them.” “Uh, well, to be honest, I’m not entirely sure when our handbook was last updated,” began Bill. “And as I far as I know, employees are asked to read and agree to the workplace conduct policy on their first day.” “So, the accused harasser read and agreed to comply with the workplace conduct policy on his first day?” asked Mark Jackson, one of the EEOC’s winningest attorneys. “Absolutely,” replied Bill confidently. “Janet makes sure of it.” “Okay,” said Jackson. “When was he hired?” “Excuse me?” asked Bill. “The date, Mr. Thomas. When was the accused hired?” repeated Jackson with a hint of irritation in his voice. “I have no idea!” Bill said, almost shouting now. “He’s been here longer than I have! Probably twenty years or more! What does that have to do…” ​Jackson​ ​interrupted​ ​him. ​​“I think we’ve heard enough, your honor. This witness, the CEO of a successful manufacturing company, has done virtually nothing to protect employees from discrimination and harassment in his workplace. He essentially trusts employees to remember a piece of paper they read and signed during their first day on the job.” Bill’s heart sank. He glared across the room at his HR Director, who decided at that moment that she needed to check her phone for some important information. He looked to the left and made eye contact with company attorney and CFO Harry James. Harry shook his head ever so slightly, and with eyes slightly widened, mouthed the words… “We’re in trouble.” ----------------------------------------------------- If reading the above account made you as uncomfortable as it did me while I wrote it, then it did its job. Unfortunately, while the story above is fiction, stories like it play out in real life all too often. Having employees is a risky proposition, but we often don’t invest much in mitigation strategies for that risk. We buy insurance in case our buildings burn down. We invest in security systems to prevent the loss of valuable equipment or information. We even pay IT experts to prevent data breeches which could ruin our business. The EEOC has been very clear about what they consider to be responsible corporate behavior for the prevention of discrimination, harassment, and retaliation: Effective training, clear policies, solid reporting procedures, and responsiveness when incidents occur. It’s even spelled out what is viewed as effective training. I’ve seen those expectations, and the watching of an awkward, outdated, sexual harassment video from the seventies is not it. In fact, the EEOC has essentially sent the message that if you “check the box” with a policy statement and some weak online training, you won’t receive any real credit for preventing bad practices in your workplace. We encourage clients to see this is simple risk management . It can help protect you financially, but best of all, it helps you ensure a safe, respectful, and fair environment for employees. We offer a program called “Workplace of Respect™” that meets the EEOC’s standards of effective training. Leveraging adult learning theory and brain science, it uses a common-sense approach by appealing to the participant to treat others with decency and honor. While providing the basic legal information, it’s intended to change hearts and minds as people start to see others as valuable and deserving of respect. Since leaders at all levels have a special responsibility to act as agents of the organization, the program has a leader supplement. This supplemental material pulls no punches as it lays out expectations for supervisors, managers, and senior leaders. For more information about this program, click here .
By Jeffrey DeWolf 26 Apr, 2017
A few years ago something shocking happened to me. Call it a wake up call. I was informed that my services were no longer required at my senior executive job. Then I was told that my marriage of more than 20 years was "disappointing." Then it became clear that my role as a parent had been largely ignored. In short, I found out that being a leader and actually leading were two very different things. For decades I boasted about my "leadership skills." Those words had a permanent home on my resume since college graduation. Boy was I wrong. I think what I meant was that I had charisma, strong persuasive communication abilities, and a fair amount of natural smarts... not to mention a drive to be in authority. The truth is that leadership comes down to daily behaviors. Leaders lead when they do the things that people need them to do. Often, these are not glamorous things. They are the things that ensure people have what they need to do their jobs well. They need to happen at every level of the organization. Here are some of them: Give clear directions and expectations Fix problems when they pop up Resolve conflicts when they occur Get resources when they are lacking Coach people when they need it Ask for help when you don't know something Provide opportunities for people to grow Give credit to others liberally Lead by example Delegate stuff when possible Manage change when it comes Treat people with respect Be consistent with your praise Hire great people when you get the chance In short, leadership without action is not leadership at all. It's the occupation of a crucial position while failing to deliver on the expectations of that position. Is it time for a serious look in the mirror? Is it time to take an honest look at where we spend our time and resources? Is it time to ask those that depend on our leadership to give it to us straight? Are you ready to honestly look at your natural tendencies, habits, and priorities as a leader? While painful, this can be liberating. When we first put down our masks, and admit our own limitations, we experience a transparency and vulnerability that will actually attract others. For me, the vehicle for this was a leadership model that described eight dimensions of an effective leader. It showed me that I was ignoring many of the requirements of leadership. That model was the foundation of a Wiley Everything DiSC assessment called Work of Leaders. It was through that assessment that I realized I was actually a really lousy leader, and that leading well takes discipline and intentional effort. I was so inspired by this, that I became and Authorized Partner for Everything DiSC in order to bring this experience to others. True leadership often starts with the self-awareness that comes from taking a hard look in the mirror...
By Jeffrey DeWolf 09 Jan, 2017
It's Okay to NOT Finish that Book Have you ever picked up a book about leadership, selling, or some other interesting topic by an "expert" on the subject? Have you ever read the first chapter and felt like the main point of the book was fully explained and you have what you need to implement it into your life... only to realize that you have three hundred pages left? I don't know about you, but my bookshelf is full of business books with a bookmark at the 20% point. In the back of my mind, I feel a little guilty for not finishing those books. Sometimes, I'll even pick one up and force myself to read (or at least skim) the rest so I can remove the bookmark and move on to the next book. Formal Training: Cramming One Hour of Content to Just One Day Formal training has become a lot like that. We try to justify getting people together for training by loading it up with unnecessary fluff. We think that if this is an important topic, it's worth investing four hours, or three days, or whatever. It doesn’t have to be that way. In fact, brain science shows that we only absorb a small percentage of the training we receive. Let’s keep things simple. Let’s focus on important skills or concepts, but let’s do it bite size pieces. Let’s attack an important concept, and get it into our hearts, our heads, and then quickly into our hands to make it part of our daily lives. Our approach does just that. We all have a lot to do. Personal growth and development doesn’t need to be complicated or overly time consuming. So let’s learn. Let’s grow. Let’s apply practical skills to our daily work and personal lives. Let’s make training real.
By Jeffrey DeWolf 07 Oct, 2016
There's a lot of talk about humility these days. It's hard to dispute that it's an attractive trait for leaders and non-leaders alike. We can all relate to the respect we feel for people that exude humility even while achieving great success. Often described as "down to earth," these remarkable people tend to be approachable, kind, and truly thankful for all those that contributed to their success. I was raised to value and strive for humility. My faith teaches that I am to be humble, largely because when I admit who I really am, I have nothing to boast about. I am in need of mercy and forgiveness every day, and because of that, I should be nothing but humble. So why is it so hard? Today's leadership theorists tell us that effective leaders must be humble. They explain that humble leaders are more trusted, respected, easier to follow, and ultimately successful. So that leaves us with a choice. We either reject the notion as a wishy-washy philosophy propagated by namby-pamby sensitive types, or we figure out how to "do humble." We either reject the notion as a philosophy propagated by namby-pamby sensitive types...or we figure out how to " do humble. " Can a Tiger Change Its Stripes? As a student of personality theory, this topic fascinates me. We've all heard that a "tiger can't change its stripes." If that's true, then we're wired a certain way with little ability to truly change. We are either programmed to be humble or we are not. So if we are endowed with a personality type that is not naturally predisposed to humility, is there any hope for us? I think the answer is 'yes.' I believe in four types of humility. Natural Humility - Natural humility is reserved for those that have been been blessed with a personality type that naturally tends toward priorities like support, listening, care for others, calm, quiet, respect, and introspection. To these people I say, congratulations. While you may have other challenges when leading others, you've got the humility thing nailed. Humbled Humility - Humbled humility is a close relative to natural humility. As the name implies, it's a humility born from a major humbling event. Getting fired from a job. Having a spouse file for divorce. Making a costly mistake that rocks your world. These events can truly change a person's perspective and result in a true change at the heart level. Contrived Humility - Contrived humility is the fake humility perpetrated by the one that reads a leadership study or attends a conference and pretends to be humble in order to get results. This disingenuous strategy is usually short-lived and obvious to all, causing even more damage than an unapologetic arrogance. Intentional Humility - The last type of humility is the one I find to be preferred for all of us without the natural propensity to be humble. Intentional humility requires that we acknowledge our tendency to be self-centered, arrogant, and impatient. It's owning who we are, and putting specific strategies in place to behave more humbly. This may mean publicly admitting weaknesses, and asking others for support as you work to improve. For some, it may be scheduling time to get to know someone personally. It may be setting aside time each week to contact and thank someone that helped along the way. For others, it may be contemplating personal forgiveness afresh. Whatever the strategy you deploy, if it's authentic, people will respect your efforts to grow. So Which Type of Humble are You? Go ahead. Give it some thought. If you're naturally humble, be thankful and focus on behaviors and leadership traits that may not come as naturally to you. If you've been humbled by a painful event, embrace it and remember it. Speak of it to others and feel the freedom that comes from being vulnerable. If you are faking humility to manipulate others, just stop it. Seriously, we'd rather deal with your hubris than your falsity. Lastly, if you truly desire to become a more humble person in spite of your natural tendencies, own the challenge. Admit the struggle to the people in your life, ask for support, and deploy intentional strategies.
By Jeffrey DeWolf 10 Aug, 2016
Humans are wired to embrace things that are pleasant and to resist things that are not. While happiness itself is wildly complex, one thing is certain: Having a bad job is bad.
By Jeffrey DeWolf 11 Apr, 2016
Leadership takes a commitment to the hard work of a steward. Rank doesn't just "have its privileges," it has its responsibilities.
By Jeffrey DeWolf 11 Apr, 2016
Being a "cowboy" can get results, but there's a better model of leadership to be understood...
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