What Works / What Doesn’t Work in Leadership

James Anthony Ellis
Legacy Magazine Editor

Over the past … oh … a quarter of a century or so, I have spent some time in leadership positions within Mentor Discover Inspire (MDI). 

Division Coordinator, Events Manager of the Big Bubba in Atlanta, International Communications Director, developer and presenter of the Mature Masculine Man workshop, editor of this fine ragamuffin magazine The Legacy. 

There was one time in the beginning of my tenure here when I went way overboard – like a puppy to a chew toy, like a guppy to water – jumping into the deep end by taking on three positions at the same time: Point Program Leader, Division S1 and Enrollment Manager. I recall my first division meeting when that was announced. The veterans in the crowd called for an immediate change to that situation! Immediate.  

I guess I just wanted to grow. 

And there ain’t no place better to grow personally than in leadership – as we watch how our communication, context and visioning reflects precisely in the actions of the men following. 

Over this same time, I learned a few things about what works and what doesn’t work within leadership.  At least for me. And at least in an organization like MDI where relationships and authenticity are the most important elements to your success. 

As you read, see if you have learned similar lessons in your time leading whatever charge you have lead. We’ll begin with the lessons found in some of the mishaps. 

What Doesn’t Work 

• Thinking men are psychic – hoping men just figure out on their own what you as a leader wish to have happen. This leads to expectations and disappointments. 
• Disempowering followers and usurping men’s power by doing things FOR THEM – this is a sure-fire way to demotivate the masses. If you as a leader are taking on much of the work, then what is left for the rest to do? The men all become unnecessary team players. A bad habit is to give a man a job and then have you or another person take it on. Making it worse is when you choose not to communicate any of that. Doh. 
• Micromanaging – it’s tough enough to be monitored and “managed” as if you aren’t trusted to do the job in front of you. Bring a “microscope” into the mix and watch all the energy deflate out of the task at hand.
• Thinking you must “look good” while in leadership – in this way, you wear a mask of feigned confidence, aloofness and superiority. Yawn. 
• Being unavailable and not responding in a timely way – Hiding out away from your men obviously alienates those you wish to follow. As a leader if you make yourself scarce then whose lead are men to follow? 
• Look to take all the glory and victory yourself as the leader – I once had a manager at work who told me “Your job is to make me look good.” Talk about deflating. 

Screw that. Let’s consider what truly works in leadership.

What Works

• Find out what your men need – listen intently to the needs of your men, on a collective level and on a personal level. Make sure they know you heard them by repeating their needs back to them, using THEIR words at times. 
• Clearly state your vision often – You may think men have heard your vision of where you want to lead the collective. You may think you have said it two or three times too many. You haven’t. It takes seven or eight individual deliveries before it starts to sink in. And even after it sinks in, there is no problem in watering and nurturing that vision as it continues to grow. 
• Clearly tie in how the men personally and individually can feed into and fuel the bigger vision so that it can be realized. They are part of the puzzle for the team to win. Make sure they know how their contribution assists in the collective success.
• Align the men’s needs for personal growth with a common good for all. Example: a man who needs to learn to listen well can be placed into a position to receive communication at a team or division level.  
• Believing in your followers – the men will know that you have faith in them, and they will rise to the challenge when the challenges come along. 
• Empower them to come up with their own ideas through their own passion and purpose. Instead of the leader having all the ideas, allow the men to create and implement their own ideas from a common larger vision you impart. They will always give more and have more passion around one of the ideas that originated from them. 
• Get back to them swiftly – If a follower has a request or a question, get back to him as soon as possible, if even for just a moment of a text or a quick call. 
• Short quick bolts of support – A random message or text can uplift anyone, especially those who look to you to lead the charge. To be noticed and boosted – if even for a quick moment – can pay big dividends for a long time. Men can feel that support intuitively, but nothing beats an actual message in this world of 3-D. 
• Reward men’s actions in some way, shape or form. Public acknowledgments are the best, such as at a larger gathering. Men will pretend they don’t need it and they give selflessly – which is partly true – however a public acknowledgment truly demonstrates the value of the men and their efforts.

So there you have it. A great choice before us, each time we lead. Which way will we take our leadership?

As leaders, we can learn as we go … finding out for ourselves what works and what doesn’t work. My list is simply what I have discovered.

You will have your own discoveries on your path successfully leading your own life and those you influence.