Why Do I Lead?

When speaking before a group of current and aspiring leaders, I will frequently ask them to consider two questions:

• Why do you want to lead?
• Why would anyone want to be led by you?

The second question usually gets more attention; for many it’s a question they have never really considered. But today, I want to answer the first question for myself: why do I lead? Why do I want to lead?

At a recent board retreat, a head of school introduced me to her trustees as a “reluctant consultant.” The description is apt; I went kicking and screaming into consulting, primarily because of my own experiences and biases of how I’d seen the job done and what I considered as the lack of accountability and opportunity to make an impact. As one individual shared with me some time back, consultants can build influence but it’s not the same as impact.

Over the last 12-15 months, I’ve learned a lot about consulting but also about myself: what brings me joy, what doesn’t, what I’m willing to accept and invite into my life, and what I will not. When friends, colleagues, and clients ask me how it’s going, I tell them I’m loving it all; several will remark upon the joy they visibly see on my face. And it is true - this is not me faking it and it is not some marketing scheme.

The following list confirms some things I already knew about myself, has reframed this thing called consulting, and solidified where I can integrate accountability and opportunity for impact. This list also defines my core principles as a leader and why I want to lead:

• I love learning and I learn best (and most) when around those who also wish to learn;

  • I’m not a soloist; I’m better when working with others.

• I am afraid of stagnation and I’m unafraid of the unknown;

  • No matter what or how I’m doing, I know there’s a better way.

• I’m a builder of lots of things, especially people, teams, and systems;

  • Leadership is a creative act; the best leaders love to create and regularly build their creative, and creator, muscles.

• I’m a missionary, not a mercenary;1

  • I’m driven by impact, I’m driven by helping and supporting other leaders. The money is secondary.

• Reasonableness is an underrated quality in our culture;

  • Identify the unreasonable people as quickly as you can and weed them out of your life as soon as you can.

• Accountability is omnipresent if you care enough about your reputation and credibility; 

  • We are successful, and will remain so, because we follow through on every commitment.

• We influence the organizational trajectory and impact the people, the leaders, and community within;

  • Start with the people. Consulting can appear transactional if it becomes only, and all, about the project.

• Elevating others is why I got into education and why, even as I’ve left the formal structure of schools, I still consider myself a teacher and coach. 

  • My playground is different but my work is the same.

When individuals reflect on those two opening questions at my workshops and keynotes, I ask them to distinguish between a career and a calling. The fortunate among us find the latter and align the former. “Consultant” is not my identity even if consulting is what I do currently. What I do now is undoubtedly a big part of me but it is not all. Like clothes on a body, what I wear today shapes my visual identity and reflects my personality, but if I shed those clothes tomorrow and wear different ones, it won’t change who I am on the inside.