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I know what you're saying. This statement gets made all the time. Basically anyone trying to convince someone about solving something says that the key to ending X is Y. Like the "key" to sustainable cities is public infrastructure or the "key" to a pollution free world is solar power (ok, both are good ideas but whether they're the "key" is highly debatable).

But when I say that education is the key to ending extreme poverty, I am not just re-using a cliché.

Education can change people, communities, entire nations and the future of humanity.

Historically, the enlightenment unleashed a wave of development that changed the direction of humanity. In modern times it has helped end hate and social divides.

But those achievements are largely immeasurable, and can be traced to a variety of factors. To say education is the key to ending poverty, tangible, measurable benefits are in order. So I went to the great folks at the Global Partnership for Education to see what they had to say:

Education increases a person's income

Studies show that for each year of schooling, girls can increase their lifetime earnings 10-20%. (And if you want that fact gender neutral, the overall benefit is still about 10%).

Education saves lives

Each year extra of a mother's education reduces infant mortality by 5 to 10%.

Education makes children healthier

A child with a mother who can read is 50% more likely to live past their 5 th birthday.

Education Builds Peace

For every 10% a region is above the average education level, the risk of war and conflict is reduced by about 3%.

Education Feeds people

Investing in girls education particularly has the potential to boost food production in Sub-Saharan Africa by about 25%.

Education makes everyone wealthier

Seriously. Each additional year of school given to children in a nation raises average annual domestic product (GDP) growth by 0.37%. That may not seem like a lot, but in real terms that could mean billions of dollars. Put in those terms, it's a little easier to see how important this is.

Reading (which requires education) reduces poverty

Seriously. Studies show that if all students in low-income countries left school with basic reading skills, 171 million people could be lifted out of poverty. Just by teaching them to read! (You know, that thing you're doing right now)

So there's the facts. Education does truly do it all. In the realm of development, there is nothing else that has as many short and long term benefits as increasing education for all. Now that you've been educated on the value of education, it's time to deliver that education to those who need it around the world.

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Education is "the key" to ending poverty

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I know what you're saying. This statement gets made all the time. Basically anyone trying to convince someone about solving something says that the key to ending X is Y. Like the "key" to sustainable cities is public infrastructure or the "key" to a pollution free world is solar power (ok, both are good ideas but whether they're the "key" is highly debatable).

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Whose Problem Is Poverty?

James Coleman's (1966) conclusion that schools could have only a limited effect on students who live in poverty began a debate that has continued for decades. In an article published in Educational Leadership (April 2008), Richard Rothstein, research associate at the Economic Policy Institute, asked the question, "Whose problem is poverty?" He suggests that schools can have only a limited influence on closing the achievement gap between students who live in poverty and their more affluent peers unless school improvement is combined with broader social and economic reforms. Without such a combined effort, he claims, the mandate for schools to "fully close achievement gaps not only will remain unfulfilled, but also will cause us to foolishly and unfairly condemn our schools and teachers" (p.8). He is not alone in this logic. David Berliner (2007, as cited in Rodriguez & Fabionar, 2010) argues, "Without careful attention to the social conditions beyond schools, we will continue to encounter limitations in advancing educational equity and high achievement among diverse student populations within schools" (pp.58-59). (See also Anyon, 2005.)

Others assert that schools can, and do, make a significant difference in the lives and the academic outcomes of students who live in poverty (Barr & Parrett, 2007; McGee, 2004). Kati Haycock contends, "It is very clear to me that even as we work to improve the conditions of families in this country, we can in fact get even the poorest children to high standards of achievement if we really focus in our schools on that goal" (in Holland, 2007, p.56).

What Can Schools Do to Address Poverty?

Eliminating poverty is a both/and proposition -- reforms must occur in both the broader society and in schools -- and schools do make a considerable difference. We encourage educators, and particularly educational leaders, to both become knowledgeable about issues related to eliminating poverty, joining forces with others who advocate for social and economic reforms, and summon the courage to do the much-needed work closer to home -- in their own schools and communities. Successfully educating all students to high standards is critical to ultimately eliminating poverty. If, as educators, we feel powerless to address bigger issues such as living-wage jobs and health care reform, Gorski (2008) proposes that we ask ourselves, "Are we willing, at the very least, to tackle the classism in our own schools and classrooms?" Gorski (2007, p.35) provides the following ten suggestions as a starting point:

Assign work requiring a computer and internet access or other costly resources only when we can provide in-school time and materials for such work to be completed.

Work with our schools to make parent involvement affordable and convenient by providing transportation, on-site childcare, and time flexibility.

Give students from poverty access to the same high-level curricular and pedagogical opportunities and high expectations as their wealthy peers.

Teach about classism, consumer culture, the dissolution of labor unions, environmental pollution, and other injustices disproportionately affecting the poor, preparing new generations of students to make a more equitable world.

Keep stocks of school supplies, snacks, clothes, and other basic necessities handy for students who may need them, but find quiet ways to distribute these resources to avoid singling anyone out.

Develop curricula that are relevant and meaningful to our students' lives and draw on their experiences and surroundings.

Fight to get our students into gifted and talented programs, to give them other opportunities usually reserved for economically advantaged students, and to keep them from being assigned unjustly to special education.

Continue to reach out to parents even when we feel they are being unresponsive; this is one way to establish trust.

Challenge our colleagues when they stigmatize poor students and their parents, reminding them of the inequitable conditions in our schools and classrooms.

Challenge ourselves, our biases, and our prejudices by educating ourselves about the cycle of poverty and classism in and out of U.S. schools.

(Reprinted with permission of Teaching Tolerance © 2007. All rights reserved.)
The need for broader social and economic changes in our country does not provide an excuse for maintaining the status quo in schools. Three decades of research have demonstrated that schools can improve academic outcomes and other measures of success for children who live in poverty (Barr & Parrett, 2007; Education Trust, 2002; Teddlie & Stringfield, 1993). As Horace Mann asserted, public education is the most universal of institutions, and it can shape young minds and hearts. It is still our best hope. Although improvements in public education alone will not eliminate poverty, such improvements are an important part of the solution. The question is not whether too much is being asked of public schools, but rather, have we held up our end of the bargain?

Notes

Anyon, J. (2005). "What 'counts' as educational policy? Notes toward a new paradigm." Harvard Educational Review, 75(1), pp.65-88.

Barr, R.D. & Parrett, W. (2007). The kids left behind: Catching children of poverty. Bloomington, Indiana: Solution Tree.

Chau, M., Thampi, K. & Wight, V. (2009). Basic facts about low-income children, 2009: Children under age 18. New York: National Center for Children in Poverty.

Coleman, J.S. (1966). Equality of educational opportunity. Washington, D.C.: U.S. Department of Health, Education, and Welfare.

Education Trust. (2002). Dispelling the myth . . . over time. Washington, DC: Author.

Gorski, P.C. (2007, Spring). "The question of class." Teaching Tolerance, 31, pp.26-29.

Gorski, P. (2008). "The myth of the culture of poverty." Educational Leadership, 65(7), pp.32-36.

Haycock, K. (2010, November). Taking charge of change: Effective practices to close achievement gaps and raise achievement [keynote address]. Taking Charge of Change conference, The Education Trust, Arlington, Virginia.

Holland, H. (2007). "Can educators close the achievement gap? An interview with Richard Rothstein and Kati Haycock." Journal of Staff Development, 28(1), pp.54-58.

McGee, G.W. (2004). "Closing the achievement gap: Lessons from Illinois' gold spike high-poverty, high-performing schools." Journal of Education for Students Placed at Risk, 9(2), pp.97-125.

Rodriguez, G.M. & Fabionar, J. (2010). "The impact of poverty on students and schools: Exploring the social justice leadership implications." In C. Marshall & M. Oliva (Eds.), Leadership for social justice (pp.55-73). Upper Saddle River, New Jersey: Pearson.

Rothstein, R. (2008, April). "Whose problem is poverty?" Educational Leadership, 65(7), pp.8-13.

Teddlie, C. & Stringfield, S. (1993). Schools make a difference: Lessons learned from a 10-year study of school effects. New York: Teachers College Press.

U.S. Census Bureau. (2014). Income and Poverty in the United States: 2014.

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James Coleman's (1966) conclusion that schools could have only a limited effect on students who live in poverty began a debate that has continued for decades. In an article published in Educational Leadership (April 2008), Richard Rothstein, research associate at the Economic Policy Institute, asked the question, "Whose problem is poverty?"

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When good leadership is in place in a company, it can be felt throughout the entire organization. With good leadership, corporate culture isn't forced, it is developed. Communication is daily and open. Everyone understands the vision and goals of the organization, and everyone has input into how they can be improved. Employees feel that they are an important part of the whole and that every job matters within the company. Decisions for promotions are based on picking people of integrity whose talents and experience best fit the positions. Employees are encouraged to compete with their own best to get ahead and they understand that helping their coworkers to succeed is the best way to get ahead themselves. The result of good leadership is high morale, good employee retention, and sustainable long-term success.

Bad leadership can also be felt throughout the entire organization - only not in a good way. Corporate culture becomes a meaningless term where leaders claim it exists while employees shake their heads in frustration. There is a lack of clear, consistent communication from leadership to the employees. As a result, the office is run by rumor mill, politics and gamesmanship. Employees are uncertain of the company's goals and objectives for success and they have no idea how they fit into that picture, or what their level of importance is toward making it happen. Decisions for promotions are not based on integrity or talent, but rather they are based on who can talk the biggest talk or who is deemed to be the least threatening to the current leadership team. Employees are taught play dirty against coworkers to get ahead by watching as it is continuously rewarded by leadership leading to the Lobster Syndrome of tearing one another down throughout the organization. The result of bad leadership is low morale, high turnover, and a decreased ability to have any sustainable success.

To become a truly great company it takes truly great leaders. And there is a huge difference in bosses and leaders:

Here are some great quotes that I love on being a great leader:

"You don't lead by hitting people over the head-that's assault, not leadership." - Dwight Eisenhower

" Lead and inspire people. Don't try to manage and manipulate people. Inventories can be managed but people must be lead." - Ross Perot

" Great leaders are almost always great simplifiers, who can cut through argument, debate, and doubt to offer a solution everybody can understand." - General Colin Powell

"Become the kind of leader that people would follow voluntarily; even if you had no title or position." - Brian Tracy

"A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the equality of his actions and the integrity of his intent." - Douglas MacArthur

Companies cannot afford to have poor leadership if they want to truly succeed - and I don't just mean in terms of financial success. I define success as far more than just money. I define success for a company as having a good product or service that adds value to the lives of its customers, while providing a positive working environment that allows employees to grow and flourish in their talents and abilities as well as their personal value system, all while generating a profitable return for shareholders. If a company isn't doing all three of those then it isn't truly successful. Employees cannot flourish under poor leadership, and when they are faced with having to follow poor leaders, companies risk losing their very best and most talented people. Don't risk allowing poor leaders to lead your organization. For anyone who is ever granted the opportunity to take a leadership position, remember that being a true leader doesn't come from a title, it is a designation you must earn from the people you lead.

~Amy (follow my daily blogs at www.amyreesanderson.com/blog)
More On Forbes:
I am an entrepreneur, angel investor, public speaker, mentor, and philanthropist with a focus on helping others to excel in their entrepreneurial ventures. I am the founder and Managing Partner of REES Capital, an angel investment firm. Prior to this I was the founder and CE...

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Good Leaders Are Invaluable To A Company. Bad Leaders Will Destroy It.

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When good leadership is in place in a company, it can be felt throughout the entire organization. With good leadership, corporate culture isn't forced, it is developed. Communication is daily and open. Everyone understands the vision and goals of the organization, and everyone has input into how they can be [...]

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It is commonly acknowledged that women are vastly underrepresented at the highest level of businesses. Of Fortune 500 companies, only 21 are led by women. That's only 4% representation; even the Senate has around 20% women. But the question is, why does this matter? Is the issue of gender parity in the workplace really an issue?

There are several reasons why it does matter.

Americans Want to See More Women in Leadership Positions

According to the study from the Rockefeller Foundation linked above, 4 out of 5 Americans believe that men and women should be equally represented in the upper echelons of businesses, but just a third believe that their companies prioritize helping women achieve leadership roles in their companies. One in four say that there are no women in leadership positions throughout their business.

Leading Women Would Help with Pay Equity

Women fall dramatically behind men in pay equity very quickly, with the problem being noticeably worse for Black women and other women of color. One reason that experts believe improving gender equality in the workplace is important is that it would help to balance out pay equity.

With more women in decision making roles, women are less likely to be passed over for promotions or receive unfair raises relative to their male counterparts.

More Voices Means Better Solutions

It has been demonstrated over and over that diversity of thought is critical to a creative, vibrant, thriving workplace. When we are surrounded by people who are just like us, then we're likely to have the same sort of thoughts together. When we have diverse voices at the table and honor and acknowledge different perspectives during decision making, better choices are made.

This is an argument not just for bringing more women into leadership positions, but also breaking down the barriers that keep people of color, LGBT folks, disabled people, and other marginalized workers from having a voice at the highest levels of business.

Women Are Better Bargainers

In the Senate, women make better deals than men do. Women introduce more bills and get more support for those bills than male senators. This can be extrapolated to the way women operate in business and in the world.

For various socialized reasons, women are encouraged from a very young age to be better at collaboration and better at working together to achieve mutually beneficial results. In a business world where B2B partners can make or break a company, this is a crucial skill.

Women Need Role Models

One reason that women struggle in achieving leadership positions is that they lack role models and mentors to show them how it's done. It is generally agreed that without representation of those who have achieved something before, it's hard for others to move forward. It's easier to climb the mountain when you see that someone else has done it.

This is especially true in the world of business. Successful business people regularly speak about their mentors and the advice and help they received from those who had gone before them. Without someone to speak to the specific issues that women face in the male-dominated workplace, women may struggle and falter in their climbs. Two thirds of Americans say this is a major problem that women face.

Women Make Better Mentors

For all that women struggle to find mentors to help them achieve results in their careers, research shows that women who do work as mentors make better mentors than the men in their fields. The Pew study on this topic did not delve into the why of this; some reasons could include social training to be more helpful and a better listener, broader experiences in the world of business to draw from and offer advice about, or the point made about women in the Senate, that women are accustomed to needing to band together to get things done.

Improving gender equality in the workplace has been a goal for many years, and although women are still struggling to get a foot in the door, public opinion is swaying. More Americans believe that women should be in leadership roles and acknowledge the difficulties women face getting there.

They believe that having more women in leadership positions will help companies be more flexible and marketable in a global sphere. And they want to see women get there-even if a quarter of them do believe that we'll get to Mars before half the Fortune 500 companies are headed by women.

Progress is being made, however slowly. Women are making huge gains in the fields of entrepreneurship, which may help to change the attitudes towards women in more traditional workspaces. Gender equality is a boon to the American economy, and should continue to be a driving goal.

DISCLOSURE: The views and opinions expressed in this article are those of the authors, and do not represent the views of equities.com. Readers should not consider statements made by the author as formal recommendations and should consult their financial advisor before making any investment decisions. To read our full disclosure, please go to: http://www.equities.com/disclaimer

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The Importance of Women in Leadership Positions

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It is commonly acknowledged that women are vastly underrepresented at the highest level of businesses. Of Fortune 500 companies, only 21 are led by women. That's only 4% representation; even the Senate has around 20% women. But the question is, why does this matter? Is the issue of gender parity in the workplace really an issue?

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While the world is evolving, women are still lagging behind when it comes to leadership roles in business. Today, only 26 women are in CEO roles at Fortune 500 companies, making up 5.2% of the female population, according to a report by Pew Research . The stats stay virtually the same for women CEOs of Fortune 1000 companies at 5.4%, showing that there is little movement of women making up these high-ranking positions as company leaders.

With women still pushing to reach the top, they are faced with a range of challenges that many of their male CEO counterparts don't have an understanding of. It is these issues that are preventing many women from achieving their goal of becoming a leader at their company and diminishing their ability to get ahead in business.

Below, 15 members of share what the biggest challenges their female clients are currently facing and provide advice for women leaders everywhere.
1. Being Treated Equally 2. Building A Sisterhood 3. Generating Revenue 4. Being Confident 5. Speaking Up
It's not enough to be in a role or to sit at the table. One must also speak confidently, regardless of odds faced. Women leaders fear being ostracized or rejected; however, respect comes when one's voice is heard. I coach leaders to share their voice and perspective because it can help shape policy, the workforce and perspective. Make your presence known as a leader and collaborator for good. - LaKisha Greenwade , Lucki Fit LLC
6. Building Alliances With Decision-Makers 7. Becoming A Member Of The C-Suite 8. Asking For Money 9. Standing In Their Success 10. Tackling Imposter Syndrome 11. Overcoming Perfectionism
Many of the women leaders I coach get paralyzed by their perfectionist tendencies. I often recommend reflection for clients when they get really stuck. It might be a shorter pause, such as a few deep breaths or short meditation, or a longer activity like a walk, journaling exercise, or a Brené Brown book excerpt or TED Talk. All of these approaches have worked well to help manage perfectionism. - Jill Hauwiller , Leadership Refinery
12. Trusting Their Own Voice
In conversations with leaders, there is one recurring theme that haunts me. It is the virtually inaudible question I hear women asking themselves too often: "Who am I to...?" What I tell my clients is that right now, they are among the wealthiest, most educated and powerful women on the planet. They have not risen to their current title by accident. They must trust and use their own voice! - Susanne Biro , Susanne Biro & Associates Coaching Inc.
13. Shifting Their Word Choice 14. Dealing With Negative Thoughts
One of the biggest challenges my female clients face is they allow for the negative thoughts that arise in their mind to take control of their life. My advice for women everywhere is to take control of their thoughts by becoming consciously aware of them and to either replace them with more positive and encouraging thoughts or to accept them and decide to move forward despite them. - , Pam Ortiz International LLC
15. Re-Entering The Paid Workforce

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15 Biggest Challenges Women Leaders Face And How To Overcome Them

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While the world is evolving, women are still lagging behind when it comes to leadership roles in business. Today, only 26 women are in CEO roles at Fortune 500 companies, making up 5.2% of the female population, according to a report by Pew Research .

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Empowerment for women in leadership positions.

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Women are not new to leadership; think of Cleopatra or Queen Elizabeth. Think of the women who led the civil rights and education reform movements. But women are still outnumbered by men in the most prestigious positions, from Capitol Hill to the board room. Barriers and Bias: The Status of Women in Leadership examines the causes of women's underrepresentation in leadership roles in business, politics, and education and suggests what we can do to change the status quo.

Join the conversation by using hashtag #leadHERship

What Is the Gender Leadership Gap?

In short, women are much less likely than men to be in leadership positions. In universities, businesses, courts, unions, and religious institutions, male leaders outnumber female leaders by wide margins. Our elected state representatives, for example, are far more likely to be men than women:

The gender leadership crisis is even worse in the U.S. Congress, where women make up only 19 percent of our elected officials. And it's plain dismal among governors, only six of whom are women.

For women of color, leadership opportunities are particularly elusive. Asian, black, and Hispanic women make up 17 percent of workers in Standard and Poor's 500 companies but fewer than 4 percent of executive officials and managers. The further you move up the ladder, the fewer women are there.

Why Is There a Gap?

There is no lack of qualified women to fill leadership roles. Women earn the majority of university degrees at every level except for professional degrees, and more women are in the workforce today than ever before. There must be something inherent in the system that's working against them.

The U.S. Equal Employment Opportunity Commission reports that 30,000 cases of sex discrimination in the last five years were settled or decided in favor of the person who filed the charge. But blatant sex discrimination isn't the only barrier; hostile work environments, negative stereotypes about women in leadership, and bias also keep women out of the top spots.

One key obstacle to women's leadership is unconscious or implicit bias, which can cloud judgment in ways people are not fully aware of. To help better understand the power of hidden bias and how to mitigate its effects, AAUW created an online test in collaboration with Harvard University and Project Implicit.

*Desktop or laptop computer required. Not compatible on mobile or tablet devices.

Why Should We Care about Women Leaders?

Having gender equality at the top benefits everyone. It's good for both men and women to shift stereotypical ideas around gender roles - just as the status quo is holding women back from leadership roles, it is holding men back from embracing caretaking and support roles. It's good for families, whether they rely on women as the sole breadwinners or share a two-earner income. It's good for business to draw on the creativity of a diverse staff and recognize the purchasing power of women. It's good for the country, because the more diverse the pool, the more talented our leaders will be.

From the Experts

Watch the AAUW researchers talk about the importance of women in leadership.

What Can I Do to Close It?

The leadership gender gap is persistent and pervasive but solvable. There are many steps we can take as individuals, employers, and policy makers to create significant change.

Individuals

Learn about your own subconscious biases by taking our brief online test.

Employers

Employers should create an equitable workplace culture, with flexibility and fair expectations for both men and women, and they should enforce fair policies through tools like diversity training and blind résumé screening.

Policy makers

There are many proposed pieces of legislation and regulations that would promote women leaders through pay equity (the Paycheck Fairness Act), family support (the Family and Medical Insurance Leave Act), and salary transparency.

Read more about the AAUW recommendations.
Solutions from AAUW programs

AAUW's Start Smart and Work Smart workshops empower women with the tools they need to successfully negotiate their salaries.

Our annual National Conference for College Women Student Leaders brings together 1,000 women for workshops, speakers, and professional development.

Stories from Women Leaders

Check out these AAUW stars who are proving that women can be powerful leaders on campus and beyond. Read more "

The world needs to value women's contributions as much as men's - our economic opportunity, peace, and security are on the line. Read more "

Thanks to deeply ingrained stereotypes, time and again women leaders are labeled as bossy, cold, aggressive, and worse. Read more "

When it comes to civic participation and mobilization (online and on the ground), black women are leaders. But they remain severely underrepresented in electoral politics. Read more "

Barriers and Bias is made possible by the generosity of AAUW's Mooneen Lecce Giving Circle and the AAUW members whose gifts help support AAUW research.

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Barriers and Bias: The Status of Women in Leadership

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Why do men still vastly outnumber women in leadership positions? There is no lack of qualified women to fill leadership roles. Women earn the majority of university degrees at every level except for professional degrees, and more women are in the workforce today than ever before.

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By Phillip Messina and Ron Wilde, ICMA-CM

The year was 1848, 12 years before the civil war. The rights of women were similar to those of slaves--essentially nonexistent. Elizabeth Cady Stanton put pen to paper to try to rectify these wrongs. The document she wrote, patterned after the Declaration of Independence, was termed A Declaration of Sentiments.

More than 300 women and men filed into the Wesleyan chapel in Seneca Falls, New York, on a July day to consider the proposal. In the end, the participants were asked to vote. The Declaration of Sentiments was signed by 68 women and 32 men at this first women's rights convention to be organized by women.

According to the North Star, published by Frederick Douglass, the Declaration of Sentiments was deemed the "grand movement for attaining the civil, social, political, and religious rights of women."1

The declaration had no authority on its own. It appealed in an indirect manner to the general sentiments of Americans with regard to fairness, liberty, and democracy. The declaration provided, however, philosophical guidance to the women's movement. This shared philosophy brought together many individuals who may have had other differences that normally would have kept them apart.

Stanton's declaration also provided the guidance and tactics to its most effective advocate, Susan B. Anthony. It would eventually lead to the 19th Amendment to the Constitution granting women the right to vote that was ratified on August 18, 1920.

A Personal Philosophy

A personal philosophy can help a person make sense of his or her surroundings and relationship to the environment, personal and professional interactions, and life in general. We each hold philosophical beliefs. Philosophy has served to influence both individuals and organizations throughout history.

David Brooks, columnist for the New York Times, discusses the importance of having a personal philosophy in today's world. "Everybody is perpetually insecure in a moral system based on inclusion and exclusion. There are no permanent standards, just the shifting judgment of the crowd. It is a culture of oversensitivity, overreaction and frequent moral panics, during which everybody feels compelled to go along.

"If we're going to avoid a constant state of anxiety, people's identities have to be based on standards of justice and virtue that are deeper and more permanent than the shifting fancy of the crowd." In an era of omnipresent social media, it's doubly important to discover and name your own personal True North. . . ."2

This is perhaps especially true today as many of us who interact on social media are affected by the constantly changing rhetoric as dozens, hundreds, and sometimes thousands of us like, share, or comment on the burning issue of any particular day. It is difficult to feel grounded within this constantly moving philosophical tsunami.

Collective Leadership Philosophy

It is common in today's organizations to focus on how they are managed rather than to understand how they are led. Most organizations have strategic plans, visions and goals, budgets, and audits that can be descriptive of how they are managed and the direction they are going.

There are, however, fewer documents that give clues as to how they are led. Preparing a collective leadership philosophy (CLP), a term coined by the authors of this article can not only provide a guide to how an organization is led, but in the process, also help it be more intentional about organization-wide leadership.

Talking about philosophy and leadership may seem like an unlikely pairing. Leadership, however, with a philosophical basis can guide our actions, our behaviors, and our thoughts. It can influence the way we see ourselves and others as leaders.

Our philosophies are influenced by external and internal forces. As leaders we change by changing our philosophy as we grow to understand ourselves within the context of leading. The same process applies to organizations.

As Chris Edmonds in his book The Culture Engine (Wiley, 2014) explained, "Your leadership philosophy is a statement of your beliefs about leading others, your intentions when leading others, and what others can expect of you in your leadership capacity."3

A CLP is a statement regarding collective thought about leading within an organization. It brings into focus the intentions of the organization about leadership, and it clarifies what can be expected of those acting in a leadership capacity within a purposeful organization.

Leadership is often thought of as individualistic, authoritarian, and top-down, as if only the people at the top can lead. More recent thoughts about leadership have uncovered its collective elements, democratic methods, and developmental processes. Consequently, we argue that a CLP should be:

Consistent with organizational values.

Easily understood.

Flexible and inclusive.

Numerous organizations have developed their own leadership philosophies. Some are embedded in a larger, overall organizational philosophy. One good example is from Toyota. Toyota first summed up its philosophy, values, and ideals in 2001, calling it "The Toyota Way": 4

Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.

Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.

Develop exceptional people and teams who follow the company's philosophy.

Respect your extended network of partners and suppliers by challenging them and helping them improve.

Go and see for yourself to thoroughly understand the situation.

Make decisions slowly by consensus, thoroughly considering all options, and implement decisions rapidly.

Become a learning organization through relentless reflection and continuous improvement.

Focus on Key Values

A leadership philosophy, like the statement of sentiments, helps to bring into focus the thoughts and values most important for the improvement of leadership in an organization.

Adopting a collective philosophy can advance leadership on several levels. It can help individuals understand how leadership works in an organization and what part the individual plays in fostering leadership. It can also provide guidance to teams as members can better understand how teams operate and how decisions are made.

Additionally, an organization that openly talks about leadership is more likely to take actions to improve its leadership. Finally, a philosophy that is developed by the members of an organization can change the culture.

A leadership philosophy is developed by answering these questions, which we developed:

What is leadership in our organization? Is it a personal attribute, a single position, or a process?

Who are leaders in our organization (individuals, groups, or others)?

Where does leadership emanate? (Top? Bottom?)

What are the intentions of our organization about leadership?

When should employees assume a leadership role?

How will leadership be encouraged?

What can be expected of those acting in a leadership capacity?

How will leaders be identified?How will leaders learn how to lead?

How should others respond to leaders?

Preparing a Leadership Philosophy

It is important to have a plan for the preparation and adoption of a leadership philosophy. The plan will be unique for every organization, but it should address these questions:

Who should be involved?

What process should be followed?

Who should write it?

The philosophy should represent the collective views of as many participants as possible. Organizers must take care that everyone is involved, from the CEO to the janitor. The more involvement, the more buy-in. Unanimity may not result, but everyone should have their views heard. Here is an example of a CLP:

"Leadership in our organization is a shared responsibility. It is part of our culture and is exhibited by both individuals and teams. We help everyone strive to reach their potential. We intend to improve the following leadership components in our organization: Values, empathy, communication, integrity, and fairness.

"All will be supported in identifying individual leadership characteristics, styles and leadership roles appropriate for their position. Through periodic employee surveys and other feedback techniques, we will identify important leadership needs that will improve our collective and individual leadership."

Twin Falls, Idaho (Travis Rothweiler, city manager), recently adopted a leadership philosophy (see Figure 1) by engaging all the members of the organization in a series of questions and prompts:

What is the nature of people and their attitudes towards work?

What motivates most people (once basic needs are met)?

What is the distribution of knowledge and creativity of people in the organization and, as a result, how decisions should be made?

How should work be designed in a "one-city" organization? A one-city organization means persuading an organization to act as one group. Local governments are an amalgamation of many different types of services and getting everyone to see themselves as one organization is a challenge. City Manager Rothweiler initiated the effort to do this in Twin Falls.

A Guide for Staying Focused

Preparing a collective leadership philosophy is not a quick or simple process.

In his book The 8th Habit, Stephen Covey describes an experience he had while meeting with the top executives of a large organization. Covey asked them about their mission statement. They hesitatingly shared it. Their mission was brief and to the point: "Our goal is to increase the assets of the owners."

Covey asked them if they put that on the wall to inspire their employees and customers. They all smiled and said, "Well, no, we have another statement that's hanging on the wall, but this is what we are really aiming for."5

Working with Covey, the executives came to see that short-term thinking and short-cut techniques would never produce the long-term results they desired. They eventually came to see that leadership was everybody's business.

A collective leadership philosophy is a guide, much like the Declaration of Sentiments was a guide. It can provide a picture of how leadership functions or should function in an organization. In today's world, it is easy for organizations and individuals to get distracted or lose direction.

Keeping the organization on a successful course has become more of a challenge every day. Those organizations that can stay focused and true to their collective leadership philosophy have a better chance for success as they build leadership capacity and, ultimately, strengthen their organizations.

Figure 1. Twin Falls, Idaho, Leadership Philosophy.

We are all leaders.

We work as partners with the community and the citizens we serve.

We are a part of a complex organization where all roles are important.

We are empowered to carry out our roles and responsibilities.

We take appropriate risks in our pursuit of excellence.

We recognize that our individual talents are magnified by teamwork.

We know that ongoing communication in all directions is vital to our success.

We recognize the important distinction between management and leadership.

We know the best management decisions are made when we consult and collaborate.

We know the best leadership decisions are made when we reach consensus.

We are One City.

Source: City of Twin Falls, Idaho. Endnotes and Resources:
1 North Star, July 28, 1848, as quoted in Frederick Douglass on Women's Rights, Philip S. Foner, ed. New York: Da Capo Press, 1992, pp. 49-51; originally published in 1976.

2 David Brooks, "The Shame Culture," New York Times, March 15, 2016.

3 S. Chris Edmonds, The Culture Engine, Wiley, 2014, p. 56.

4 Toyota Motor Corporation Sustainability Report, 2009, p. 54.

5 The 8th Habit, Stephen R. Covey, Free Press, 2004, p. 111.

Phillip Messina, Duvall, Washington, has managed small cities in Washington and Oregon since 1989 ( p38messina@msn.com). Ron Wilde, ICMA-CM, is city administrator, Jonestown, Texas ( ronwilde@jonestown.org).

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Developing a Collective Leadership Philosophy

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By Phillip Messina and Ron Wilde, ICMA-CMThe year was 1848, 12 years before the civil war. The rights of women were similar to those of slaves--essentially nonexistent. Elizabeth Cady Stanton put pen to paper to try to rectify these wrongs. The document she wrote, patterned after the Declaration of Independence, was termed A Declaration of Sentiments.

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10 Facts About How Poverty Impacts Education

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Education reform has been a hot topic in recent years, and leaders across the political spectrum have championed measures such as increased testing and results-based evaluation of teachers and school districts. But one of the most pervasive problems affecting public schools is rarely discussed as an education issue at all.

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Why social-emotional intelligence matters in school | Kate Karafotas | TEDxYouth@ISPrague

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Great motivational speech about how to become a great leader.

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This article shows the difference between leaders who have high emotional intellegence and those who have low EI.

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Emotional Intelligence has become a hot topic in terms of leadership traits. What exactly is it and how does it play out in the context of leadership? Emotional Intelligence has to do with one's ability to both recognize and control his/her own emotions, while leveraging emotions appropriately as situations dictate. It also has to do with one's awareness of and sensitivity towards others' emotions. It could easily be argued that emotional intelligence is an important characteristic for anyone at any level of an organization. A leader's emotional intelligence can have far-reaching influence over their relationships, how they manage their teams, and generally how they interact with individuals in the workplace.

What happens when leaders aren't emotionally intelligent?

Most leaders frequently face stressful situations. Leaders who are low in emotional intelligence tend to act out in stressful situations because they're not able to manage their own emotions. They may be prone to behaviors such as yelling, blaming, and being passive aggressive. This can create an even more stressful environment, where workers are always walking on eggshells trying to prevent the next outburst.

Not being emotionally intelligent can inhibit collaboration. When a leader doesn't have a handle on his own emotions and reacts inappropriately, most of his employees tend to feel nervous about contributing their ideas, for fear of how the leader will respond.

A leader who lacks emotional intelligence doesn't necessarily lash out at his/her employees. Not being emotionally intelligent can also mean an inability to address situations that could be fraught with emotion. Most leaders deal with conflict, and a leader who isn't clued into others' emotions may have a difficult time recognizing conflict and dealing effectively with its resolution.
Related: Effective Leadership: Keeping Your Cool During Difficult Conversations

What happens when leaders are emotionally intelligent?

Leaders who are emotionally intelligent foster safe environments, where employees feel comfortable to take calculated risks and to voice their opinions. Working collaboratively isn't just a goal, but it gets woven into the organizational culture.

When a leader is emotionally intelligent, s/he can leverage emotions for the good of the organization. Leaders often have to act as change agents, and if they are aware of how others will react emotionally to changes they can anticipate this and plan the most appropriate ways to introduce and carry out the change.

Although some people tend to have more emotional intelligence than others, it is definitely a trait that can be measured and developed. Below are a few good resources for identifying and selecting leaders with high emotional intelligence.

Rose Keith is a Consultant based in the Pittsburgh office of Select International. Rose manages selection process implementation projects and works with clients to ensure that these processes are working well. She also manages, develops, and delivers training programs, both externally and within Select.

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Why is Emotional Intelligence an Important Leadership Trait?

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Emotional Intelligence has become a hot topic in terms of leadership traits. What exactly is it and how does it play out in the context of leadership? Emotional Intelligence has to do with one's ability to both recognize and control his/her own emotions, while leveraging emotions appropriately as situations dictate.

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Module 2 Emotional Intellegence Competencies

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Module 2 Emotional Intellegence Competencies

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Emotional intellegence is a key factor in leadership success.

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Module 3 Leadership Styles-Servant Leaders

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Module 3 Leadership Styles-Servant Leaders

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"The servant-leader is a servant first. It begins with the natural feeling that one wants to serve, to serve first." - Robert K. Greenleaf

If I took five minutes to talk to your team about their thoughts of you as a leader, what would they say? Would they say that you were a servant leader?

For as long as I can remember, I have had an extremely strong and uncommon desire to serve others. As I have grown and developed as a professional and leader, I have realized that my innate desire to serve has catapulted my career to astronomical heights; all because I have always followed my desire to serve first. A leader with a servant's heart is a truly invaluable asset, and everyone in a leadership position should seek to adopt this type of mentality.

Often times, we confuse leadership with dictatorship. A dictator barks out orders and does not take into account the wants and needs of others. A servant leader is the complete opposite. A servant leader works tirelessly to develop his or her people and is focused on what they can do for others.

I have compiled a few examples of what it means to be a servant leader, and most importantly, ways that you can establish a culture of servant leadership within your organization.

1. Let others see you serve and encourage them to join you. It is of the utmost importance that my employees and clients alike witness me in service. For example, this past holiday season I organized a book donation drive to provide books to the residents of one of my favorite charities, Martha's House, which is a local transitional facility for women who are reentering society post-incarceration. I donated copies of my own books and encouraged other authors and people on my team to do the same. Collectively, we donated over 50 books. I simultaneously gave back to the community while showing my team what it means to embody service.

2. Make sure they know that you care. We've all heard the famous quote, "They don't care how much you know until they know how much you care." It is crucial that leaders know and understand the message and meaning behind this quote. Being knowledgeable does not make you a good leader, being caring does. A leader who shows his or her team that they care will not have to worry about loyalty or poor customer service. Place the importance of taking care of your people above the importance of your bottom line. When you take care of your people, they will take care of your customers. Get creative with finding ways to show your team that you care. It could be something as small as a $5 gift card to their favorite store or offering a kind word when they have experienced a personal trauma.

3. Invest in your people. The biggest investment you can make in your people is your time. Your team wants to spend time with you. Giving your time is a surefire way to let them know how much you care. Spending quality time with your team will impact their job performance directly and will, therefore, have great impacts on your bottom line. Spend time connecting with them as often as you can. Talk to them about non-work related topics and show genuine interest in them as a person. You'd be surprised how much this will mean to your team.

4. Don't place restrictions on your willingness to serve. For a servant leader, no job is beneath their pay grade. A true servant leader is willing to clean toilets if necessary. If you are in leadership, do not make the mistake of feeling or thinking that you are above grunt work. Your team can sense this type of attitude, and it is off-putting. It also puts distance between you and your team. Never be afraid to roll up your sleeves and go to work.

Successful leaders maintain a servant's heart and thus encourage their people to do the same. Imagine what your business's culture would look like if you and all of your team became servant leaders. What impact would this have on your customers' experiences? Only good can come from you showing your people what it means to serve first. I challenge you to explore ways to foster servant leadership in your own leadership style and among your team as well.

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Servant Leadership: How To Put Your People Before Yourself

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"The servant-leader is a servant first. It begins with the natural feeling that one wants to serve, to serve first." - Robert K. Greenleaf If I took five minutes to talk to your team about their thoughts of you as a leader, what would they say?

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Module 3 Leadership Styles- Transformational Leaders

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Module 3 Leadership Styles- Transformational Leaders

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Access the essential membership for Modern Managers

What makes a truly exceptional leader? Chances are we've all encountered them at some point in our careers: those leaders who stand out above the rest. Those who bring out the best in every one of their team members, and who consistently strive for greatness.

Take Molly for example. Everyone respects Molly. She inspires and encourages her team members, while expecting and demonstrating the highest standards. In return, her people are fiercely loyal, and they're highly successful - as individuals, and as a team. In short, Molly is a Transformational Leader.

By contrast, other leaders in the organization report that their people seem disengaged. They experience high staff turnover, and their results are often disappointing. So, what does Molly do that other leaders don't?

To begin with, Molly regularly reminds her team members of the purpose of their work. And she knows that she's a role model for her team, so she acts with integrity in all of her working relationships.

In this article and video, we'll explore what transformational leadership is, and discover what it takes to become a transformational leader.

What Is Transformational Leadership?

Leadership expert James MacGregor Burns introduced the concept of transformational leadership in his 1978 book, "Leadership." He defined transformational leadership as a process where "leaders and their followers raise one another to higher levels of morality and motivation." [1]

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Watch this video to learn the definition of Transformational Leadership. Explore the theory behind this leadership style, and discover the characteristics of transformational leaders.

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Module 3 Leadership Styles-Transactional Leaders

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Module 3 Leadership Styles-Transactional Leaders

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Transactional Leadership Theory - Meaning, its Assumptions and Implications

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Transactional leadership involves motivating and directing followers primarily through appealing to their own self-interest. The leader believes in motivating through a system of rewards and punishment.

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I love this quote because I aspire to be that person who leads by example.

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I thoroughly enjoyed this book! This book is about the five dysfunctions that hinder team exellence. It is easy to read and has me excited to begin my journey as an administrative leader!

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This resource helped me determine interview questions for my administrator.

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What makes a great leader?

After years of recruiting senior level staff for our clients, we've managed to whittle down what we think makes a great leader to just 7 key measurable attributes.

So next time you're hiring, don't ask predictable questions like "tell us about a time when you lead a team successfully..." you'll learn nothing except whether your candidate has prepared or not!

Instead, assess candidates on the 7 key leadership attributes we've listed below with the 21 corresponding interview questions.

Use them wisely!

1. Passion.

Most people can lead. But do they want to lead?

You want to hire someone who's not only capable of leading your team into victory, but who's motivated to do so.
How can you know?
Have they ever stepped up to the plate before?

You're looking for any signs that your interviewing candidate is genuinely passionate about managing other people.

Warning Signs:

Candidates who have no evidence of stepping up to the when the going gets tough.

Candidates who clearly prefer to take a back seat within the team.

Candidates who are openly negative about their colleagues or who show an emotional response to team situations.

Good Signs:

A willingness to take control when the going gets tough is a mark of a great leader.

It shows a passion, bravery and commitment to lead, no matter what is thrown at them.

Are you a job seeker and you've landed on this page looking for advice on the best ways to answer interview questions? If you are, then watch the video below from our friends at The Interview Academy.

2. Conflict Resolution.

All great leaders will be able to resolve conflicts quickly, fairly and efficiently (that's just common sense!)

Candidates who badmouth their colleagues or managers.

Candidates who are revealed to be the cause of the conflict.

Candidates who openly go against their managers' wishes.

Candidates who lack the confidence to deal with conflict.

If there's tension in the office, it will quickly get out of control and affect the culture of your team, impacting employee engagement and productivity.

Warning Signs:

Good Signs:

Keep an eye out for candidates who can give multiple examples of when they've quelled awkward situations before they went too far; the peacemakers of the office.

If you yourself could do with some helpful tips on conflict resolution 101 - check out this online fact sheet.

3. Adaptability.

Managers will have to cope with a variety of tasks and different kinds of people, so great leaders will be able to adapt in the face of unforeseen circumstances.

Candidates who clearly aren't willing to take on extra responsibilities.

Candidates who are stuck in their ways.

Candidates who panic in the face of set-backs (they might abandon the task, pass the buck to someone else, blame others for the defeat).

Leaders have the ability to adapt to different challenges; great leaders relish those challenges.

Warning Signs:

Good Signs:

Great leaders will face setbacks head on and work with whatever resources they have to come up with a solution, learning along the way.

Section TwoAre you an office chameleon?

4. Creativity.

In an ideal world, all of your staff will be brimming with creativity, inspiration and innovation.

Creative leaders will bring things to the table that you may have overlooked and will be able to inspire their team to do the same!

Candidates who rush into trying out new ideas on a whim, without thinking them through (there needs to be some sort of decision making process)!

Candidates who squash or take credit for other employees' ideas.

Candidates who can't describe any examples of their creativity.

Of course, it's also very important that a leader recognise great ideas when they're brought to the table and get behind them 100%!

Warning Signs:

Good Signs:

Look out for candidates who are eager to try out new things, but exhibit a clear decision-making process (see below) and don't rush into things.

Recruiter Pro Tip.
You could practically assess a candidate's creativity in an interview by asking some brainteasers or trickier left-field questions.

Creative leaders will be able to think on their feet and answer sensibly.

Beware though - these types of questions tend to put some interviewees off (especially the more nervous ones).

5. Negotiation.

A good leader simply MUST be a good negotiator; chances are, most of their job will be persuasion of some kind (whether aimed at staff, clients or suppliers)!

Candidates who intimidate or threaten others rather than attempting to negotiate.

Candidates who clearly give in too easily (if they don't have one story exhibiting their negotiation skills).

Candidates who think they don't need to negotiate because they're always right (they'll just go ahead and do what they want).

Good leaders can negotiate without causing conflict or upsetting anyone and they certainly won't resort to threats or intimidation.

Warning Signs:

Good Signs:

Good negotiators can show... fairness, empathy, critical reasoning and confidence.

A successful negotiator will be able to assess their opponent's point of view and use it to convince them that their idea will benefit everyone involved.

They'll keep everyone happy!

6. Decision Making.

Great leaders have the innate ability to make a rational decision and stick by it.

Candidates who take too many risks.

Candidates who can't explain their decision-making process.

Candidates who take no risks whatsoever (if no one took risks, nothing would ever get done).

Everyone makes mistakes; you're not going to find a perfect candidate. However, what you need to look out for is a strong, structured decision-making process.

Warning Signs:

Some risk is inevitable, but you really don't want to hire someone who does what they want, when they want to, without considering the consequences!

Good Signs:

Look out for interviewing candidates who are level headed and commercially minded.

They'll understand the consequences of certain actions and they'll have their own unique way of making a decision (taking everything into consideration).

7. People Management.

Of course this is a biggie! A great leader will be able to supervise and manage other employees confidently and effectively.

A great leader will inspire and motivate their good staff members to develop and grow but they'll also know how to deal with the trouble-makers and under-performers.

Candidates who are too quick to judge and discipline struggling staff members (without asking questions).

Candidates who seem naïve to the negative responsibilities of managing people, like disciplining, sacking and redundancies etc...

Candidates who are unsure (or against) the training and development of other staff members.

Leading is no bed of roses.

Warning Signs:

Good Signs:

You're looking out for candidates who exhibit experience and passion for developing other employees; they'll understand that training others is a really important part of building a close-knit and super-successful team.

On the other hand, a good leader will also know when it's time to get tough.

Use Your Gut Instincts!

The 21 questions we've revealed above will go a long way to helping you find a strong leader for your business.

As always, we recommend using a variety of different interview questions to assess your candidates (even if your main desire is to find a leader) - don't just use all of the 21 above.

If you do you risk making your interview sound a bit stilted and wooden, and it needs to be more rounded and natural sounding. Try if possible to use a selection of the most appropriate questions.

We've already posted blogs revealing some behavioural, personality, left-field and brainteaser questions for you to use as you feel free (click on the links to see each respective post) and if you'd like to receive a weekly update, you can always sign up to this blog!

Recruiter Pro Tip.
There are, of course, other leadership attributes that cannot be revealed by mere questioning.

To assess these intangibles, you'll have to use your gut instincts and keen eye for body language.

You should ask yourself questions like...

Is this candidate likable?

Are they confident enough to lead other people?

Will they fit in with my team?

Do they seem arrogant?

Are they going to cause friction?

People are a lot more likely to follow and be inspired by leaders that they actually like and trust!

Always let your conscience be your guide!

Good luck!

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21 Interview Questions That Assess Leadership Potential

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What makes a great leader? After years of recruiting senior level staff for our clients, we've managed to whittle down what we think makes a great leader to just 7 key measurable attributes. So next time you're hiring, don't ask predictable questions like "tell us about a time when you lead a team successfully..."

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Module 7 How to develop a leadership philosophy

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Module 7 How to develop a leadership philosophy

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This article helped me define my personal leadership philosophy. I learned to sit down and actually think about what type of leader I am and want to become. Great read!

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Take the needed time to thoughtfully answer some pertinent questions and begin to design the kind of leader you would like to be. One ship sails east and another sails west,
With the selfsame winds that blow;
'Tis the set of the sails and not the gales
That tells them where to go. Like the winds of the sea are the winds of time,
As we journey along through life;
'Tis the set of the soul that determines the goal,
And not the calm or the strife.
If our sails are set correctly, our personal leadership philosophy - not the gales we encounter every day - will tell us where to go.

To develop an effective leadership philosophy, we first need to look at what we mean by the term, "transformational leader." No matter whether our title is leader or manager, we need to be transformational. A transformational leader is one who is capable of leading the organization from one paradigm to the next.

A paradigm is the way we think. The way we do things. The way we approach things. In health care today we need a new model. We need to think differently. We need to do things differently. We need a new paradigm. The paradigm of the past will not work in the future. Our leaders need to be able to lead us from the paradigm of the past to the paradigm of the future. Transformational leaders lead to the next paradigm.

For a transformational leader to be successful, three things are necessary:

1. The transformational leader must choose the correct next paradigm. It is clear to the transformational leader that something must change. The organization needs a new paradigm to thrive in the future. But what should that paradigm be?

In the 1980s, IBM was a mainframe computer company. IBM was also in trouble because, as urban commentator David Stein has pointed out, the "past was gone, and the present was full of confusion." The leaders of IBM made the decision that the company needed to change paradigms, and needed to do it quickly. IBM decided to make laptops, and the Think Pad was born. It was a very successful move from the paradigm of the past to an effective paradigm for the future.

As leaders and managers, you must be alert to the symptoms of instability while the organization is between paradigms. Watch out for the little things. Stay focused on what you must do and take care of each other.

2. The transformational leader must motivate the organization to make the paradigm leap along with him or her. We all prefer things the way we are used to. Changing to a new paradigm is scary. Every organization will resist change. A transformational leader is able to motivate the organization to take a deep breath and make the big leap, believing that the new paradigm, chosen by its leaders, is the right thing to do and, in fact, is the only thing to do.

3. A transformational leader must inspire the organization to hold together while in the very dangerous transition phase between paradigms. We have left the security of doing things the way we did in the past. We have not yet settled into the new way to respond to the future. People get uncomfortable. Things can blow up. Life in the organization is not stable. People get emotional and tense. Actions or comments are easily misinterpreted. Flare-ups occur. Little things become big.

As leaders and managers, you must be alert to the symptoms of instability while the organization is between paradigms. Watch out for the little things. Stay focused on what you must do and take care of each other.

If you are unsuccessful in making the transition between paradigms, it will be because you did not take care of each other. Leaders, managers and supervisors all play a key role in the transformation. Leaders cannot do it alone. Managers and supervisors make it happen.
Philosophical Moment
One of the most important things you can do to become effective leaders and managers is to think about, define and then articulate your own personal leadership philosophy. Here are three reasons why it can become the key to your effectiveness.

1. Your personal leadership philosophy gives you consistency. Without a leadership philosophy, your actions and your reactions will reflect the tensions of the moment. "We never know how he might respond or what she might say." The reason is that the leader does not know what his or her leadership philosophy is. With a leadership philosophy that you know and understand, your actions and responses are filtered through your philosophy. They are in context. They are predictable. There is less fear of the unknown in the organization. Your philosophy gives you consistency.

2. Your leadership philosophy becomes your true north. Everything you do, everything you say, every action, every decision, every plan is filtered through your philosophy. Your philosophy becomes your rudder. It helps you to maintain the right direction. It keeps you from straying. It is your compass. It keeps you from losing effectiveness.

3. Your leadership philosophy will connect you to your work. Your philosophy is all about your own personal mission and who you are as a leader or manager. If you are not clear on your personal mission, your role as a leader will not be clear. If you are not clear yourself on who you are, the people you lead will not be clear on what you are about. Your personal leadership philosophy must incorporate your own personal mission. It must also incorporate who you are as a human being.

But then, if your own personal mission is in sync with your organization's mission, and who you are as a person is in sync with your organization's values, your leadership philosophy will connect you to your work. And very few things are more fulfilling in life than being connected.

It is important to understand that your leadership philosophy will be a work in progress. It will evolve as you mature as a leader. It will change as you study and think about leadership. You need to be thinking about your personal philosophy, you need to grapple with it, chew on it. If you cannot articulate your leadership philosophy, your goal should be to get started creating one.

First, you need to spend some time (months, not minutes) thinking about who you are and what you believe. Think about your relationship with those you lead. Think about how you get things done.

More accurately, for each of these, think not about who you are now or how you do things now, but rather who you want to be and what you want your relationship with your employees to be, and how you want to go about getting things done.

When you are creating your personal philosophy, it is not necessarily a description of who and what you are now, but rather an opportunity to design who and what you want to be as a leader. Then you can start moving in that direction.

Your leadership philosophy should be encompassing enough that it can be applied to every aspect of your daily activity as a leader. You should be able to filter every action, every decision, every response through your philosophy. You should be able to apply your philosophy to every issue, every problem and every opportunity.

For your philosophy to meet these criteria, it needs to consist of three essential components:

1. A philosophy is defined as a system of principles for guidance in practical affairs. This first and overarching component consists of a description of the basic principles that guide you in your practical affairs of leadership, principles upon which your actions, decisions and responses are based.

Principles are a guiding sense of the requirements and obligations of right conduct. They provide a personal and specific basis for conduct and/or management. These principles derive from your values, from whom you want to be as a person, a leader and a mentor. These principles could be called your mental model.

You must have thought through and be able to clearly articulate the principles upon which your philosophy is based. Always be asking yourself the question, "Is this particular decision, this particular action, firmly rooted in my principles of leadership?

2. Your leadership philosophy also should address the desired results or outcomes you are striving for as a leader. Here we are not talking about your annual objectives or particular projects or even the level in the organizational hierarchy that you hope to achieve. Rather, at a higher and more encompassing level, what do you, as a leader, hope to accomplish throughout your career as a result of your leadership. What drives your leadership activities? What is your personal mission for your career? The question then becomes, "Will this decision or action move my organization in the direction of my desired results?"

3. The third component is a description of what you envision your leadership style, your method of operation (M.O.) to be. Not necessarily what it is right now. It is a description of the process and approach that you would like to be using consistently, based upon your principles, to achieve the desired outcomes described in component two. Ask the question, "Will this process or approach move my people in the direction of my desired results?"
The Bottom Line
The bottom line regarding your personal leadership philosophy is: Will it enable you to consistently make the right decisions (principle-based), the right responses and the right actions for every issue, problem or opportunity that you encounter as a leader? If so, does it have transformative potential? Your leadership philosophy should be clear, concise and principle-based. It should have transformational potential.

Here are the kinds of questions you should be asking yourself as you think through your leadership philosophy:

Can you define your critical principles and beliefs that impact your ability as a leader?

What do you stand for that becomes important as a leader?

How do you define your role in your organization?

What are your goals? Not programmatic, but personal, as a leader.

What is your personal leadership vision?

As a leader, how can you contribute to transforming your organization?

Other questions to think about deal with your relationship to those you lead:

How do you motivate your people?

How do your people know how well they have done when they go home at night?

How do you encourage your people?

How do you affirm your people?

How much autonomy do you give your people?

Do you demonstrate respect and compassion toward your people every day?

The final questions have to do with your leadership style. How you do things:

How do you approach problem solving?

How do you approach conflict?

How do you respond to employee mistakes?

How do you prioritize your activities?

How do you teach your people?

Take some time and begin to write out your real-world responses to each of these categories. Your responses need to be something that can get traction, not some pie-in-the-sky generality. You can begin to design the kind of leader you would like to be.

We began with Ella Wilcox's poem, which asserts that it is the set of the soul that decides the goal, and not the calm nor the strife. I am suggesting that for each of us as leaders and managers, it is the internal set of our own personal leadership philosophy that decides the goal, and not the day-to-day events that confront us.

I encourage you to take the development of your leadership philosophy very seriously. It is an important key to your personal effectiveness.

Dale Benson, MD, CPE, FAAPL, is the former vice president of innovation, quality and practice management, and director of the leadership development institute at AltaMed Health Services in Los Angeles, California. He was the founder, and for 30 years, the CEO of HealthNet, a community health center network in Indianapolis, Indiana.
REFERENCE
Ella Wheeler Wilcox. In the Best Loved Poems of the American People. New York, NY: Knoph Doubleday Publishing Group, 1936

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How to Determine Your Personal Leadership Philosophy

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Take the needed time to thoughtfully answer some pertinent questions and begin to design the kind of leader you would like to be. One ship sails east and another sails west, With the selfsame winds that blow;'Tis the set of the sails and not the galesThat tells them where to go.