Leadership is theater.
Why does this notion make us uncomfortable? Is it because we think of acting as make-pretend and we have to grapple with the idea that leadership could somehow be “an act?” Is it an obscure connection to the Classics, with the reference to theater reminiscent of the two Greek masks of comedy and tragedy? Or perhaps it is the notion that the Greek name for a stage actor is the source of the English word “hypocrite” something we would never choose to be. Aside from its common English implication, the word’s Greek derivation also implies someone who goes off script with improvisation, or sometimes who demonstrates less than (“hypo”) wise judgment or discernment (“krinein”).
“Acting is not pretending” according to the author Fred Lee (9 ½ Things You’d Do Differently if Disney Ran Your Hospital) in his book about customer service in health care. The principle also applies to leadership. Good leadership is not pretending. It is authentic – or it is not good leadership. But it is acting: an intentional process of embracing the role, and recognizing that as leaders we are always “on stage.”
Lee says, “All successful drama is a transforming experience.” The notion of drama as transformational applies to the work of hospitals and health care facilities. These are places that consistently provide transforming experiences that engage people on an emotional, physical, intellectual and spiritual level.
Effective leadership accomplishes the same thing. Leaders create transforming experiences for their people proactively or in in response to circumstances every day. Some experiences are scripted (public speaking, company emails or newsletter columns.) Some are pure improvisation (the hallway drive-by, the unexpected crisis.) In every case the leader creates experiences by acting the part, and so shapes reality in the workplace by consciously and consistently being the character, and not by pretending to be someone that he or she is not.
Often, when I have the privilege to speak about leadership, I ask the audience for a show of hands regarding their experience with good and bad leaders. Nearly everyone can think of an example of both. The same is true for every leader. We are shaped by the stories of leaders for whom we have served – good and bad – and for better or worse those leaders’ stories have become our own. When we take on the role and portray the very best leader we can imagine, in that character role we enter into our peoples’ stories and become vulnerable to their experiences. In so doing we connect with the very deepest parts of ourselves as well as those whom we are leading. When we do this consistently, we help to write the stories of those we have the honor of leading. And we write our own stories as well.
The actress Sally Field put it this way: “Acting is finding parts of yourself as you have the opportunity to stand in another’s shoes.” In the role of leader, when we allow ourselves to stand in the shoes of those whom we lead, we find elements of ourselves in their stories. Daniel Goleman in his book Social Intelligence speaks of this as “synchrony:” it is the means we have to connect. And if it is true that people follow managers with their brains and leaders with their hearts, this synchrony allows us to touch their hearts, and to lead.
“It appears that a leader must be an actor,” according to General George Patton, “and such is a fact. But he is unconvincing unless he lives the part.” And I would add that as leaders we will be unconvincing, unless we live and act the part.
The pursuit of this character of the leader within us is a journey. How will we know if we have arrived? For many it is a matter of position. We become leaders when we put on “the crown” that comes with title, rank or station in life. But the crown of the leader does not always imply that he or she leads.
The study of leadership is also essential. We should all be lifelong students of leadership. In the best of cases, study leaves us humbled and perhaps somewhat the wiser. In the worst, we can erroneously reach the station of self-proclaimed expert. Either way, study is learning “the craft,” or the art of leading.
The verb “to lead” however, is not a matter of merely the crown or the craft. We lead when we can look over our shoulder and see “a crowd;” we glace behind us and see that we are being followed.
And every so often we pass a mile marker that lets us know we are on track. For one leader, these words from a junior officer confirmed just that. He looked over his shoulder and for a moment at this season of life, there was at least one person following:
“Your conduct and counsel were guiding lights – beacons of sensibility. Your intensely bright spirit illuminated the unkempt areas of my life so that I might tidy them. Your leadership has served as the highest standard by which I strive to achieve. Your friendship has been a gift forever to be coveted. To be sure, I am better now for having known you.”
Climb onto the stage. Play the part. Take the lead.
Chuck Callahan Henry V 4.3 – Lead from the Front https://henryv43.wordpress.com/
Henry V 4.3 