Leadership Legacy

One of the recurring pleasures I have in life is coming into contact with people who knew my late father.  He had been a family doctor for over 40 years and had selflessly ministered to the needs of a close-knit community throughout that time.

Having a relatively unusual surname people ask me whether or not he was any relation and inevitably, upon hearing that he was my father, launch into telling me stories about how he had helped them – and usually their family. The stories of impact are even stronger from those who worked with him – especially young doctors who came into contact with him as trainees.  It often transpires that he has had a seminal impact upon those individuals who used him as a role model and exemplar upon which they based their own future behavior.

Now the point of this story is to explore what it is to be a leader.  I use the leader here in its more general sense, as I would describe anyone who has a role in supporting and shaping a community as a leader, in his own terms, my father was a leader in his community, just as would be a teacher, or minister, or a sports coach, etc.

As I read leadership programmes and courses it strikes me that my father hadn’t been trained in any of the theory or mechanics of leadership – yet he had developed an intuitive understanding of how to engage with individuals that inspired confidence, interest and self-belief.

It was while trying to think about the characteristics of high quality leadership that I came to the conclusion that it can only really be measured in terms of legacy – and not short-term legacy on an organisation, but on long-term legacy on the life and behaviour of individuals.

So what are those characteristics that mark out the person that leave such a legacy? As regular readers of this column are aware I like the number seven – so in order to arbitrarily limit this list I’ll stick to what I reckon are the seven features of long-term leadership legacy.

The first of these is ‘passion’, a passion for what they do, and a level of enthusiasm that rubs off on all those around them to the extent that we are infected by that same passion.

The second characteristic of leadership legacy is ‘truth’. People often use the description authentic leadership – but put more simply we are naturally drawn to people who have an inner sense of being ‘true’ to themselves first and foremost – and through that sense we are more inclined to place our trust.

The third, is ‘knowledge’, I’m not talking here of people who can absorb every fact about their chosen area and regurgitate it at will – but about people who have a depth of understanding about their area of work and who carry that knowledge very lightly and allow it to be demonstrated through what they do – rather than what they say.

Fourthly, those who leave a lasting leadership legacy are driven by a sense of ‘duty’ and service which transcends self-interest – in fact it can occasionally become self-harming – but it’s exactly that element of self sacrifice which makes such people so appealing in a world where we come to think that there is an ‘angle’ on everyone’s behaviour.

The fifth feature is an ‘interest’ in other people – once again not through what the person can get out of that relationship but simply the pleasure to be gained through seeing them developing their own passions and abilities.  We talk of mentoring and coaching but ultimately it’s a matter of simple human relationships where one person passes on something of deep worth to another person – and in so doing gains enough from that unsophisticated transaction.

The penultimate feature of leadership legacy is perhaps a little surprising but in my experience those who leave the greatest legacy have a ‘flaw’ – not a huge destructive handicap – but something which reminds us all that they are human beings just like us, capable of the same mistakes and errors, but which put them just within the reach of our imagination enough to encourage us to strive to be like them.

Finally, there’s something about these people that is difficult to put your finger on – Professor Rev. Norman Drummond would describe it as being connected to their ‘spirit’ – a connection between their head and their heart that transforms their behaviour from disconnected actions into a purposeful life.

Looking back on the death of my own father I wrote a poem that same evening and one of the verses read:

Your family extended to a community

And we sought refuge in your knowledge

In your vitality and wisdom.

Protected against our fear of suffering

We passed our worries on

And you absorbed them

Putting them in a black bag

Within your soul.

It’s this notion of ‘soul’ – or essence, if you will,  – that inspires confidence amongst those around such a person to the extent that in challenging times we know things will “turn out to be alright”.

I suppose that if any of us who have leadership roles should have any ambition about our legacy it should be that – sometime, long after we are gone – that someone meets one of our children and tells them that we left something behind in them that still lives on.