In my last post entitled “Thoughts on Change,” I wrote about change in one’s behavior as one’s own choice. I related this topic to the 21st Century trend of teaching “leadership” to members of companies, small and large, in the hopes that their human capital would prosper as productive engines for the future well-being of a company.
Over the last couple of decades, we have seen the leadership development industry blossom into an array of classes, seminars, Outward Bound excursions, life-coaching, life management training—programs and experiences designed to improve the way one leads in day-to-day operations. Yet, with the availability of these programs and their use throughout a variety of sectors, we still seeing a dearth of leadership in today’s society. Why?
1. Are we trying to develop leaders, or are we trying to teach people to take on ownership?
2. More importantly, does the individual “believe” in what they are doing?
Answers:
1. I have had the privilege of working with many people from all walks of life. Over the years, after a vast number of interviews and much research, I have found that you cannot teach someone how to be a leader or “entrepreneur. ” This is a characteristic trait that is within one’s very soul and spirit. I believe you can teach people “ownership” skills and tools such as accountability, collaboration and communication—skills that have been lost in the shuffle of our technology revolution.
2. I have found that most people today really do not “believe” in what they are doing. I often say they were sold a “lie” when they went to college—many were being taught that all they had to do was get a degree, get a job, make money and the gift of “happiness” would appear. Now, many college students are being encouraged to take classes that they “like” and that make them “happy”, with no thought to whether a chosen degree will have any use in today’s marketplace. Both scenarios have created a new workforce with no direction or purpose and lacking ownership. This phenomenon is impacting the work ethic and integrity of a company’s human capital foundation. I call this the “Oh, well,” “Not my mistake,” “I don’t care,” “It’s just a job” syndrome.
This nuance of a non-committal workforce has the possibility for negative impact on the well-being and future of any organization or company. This is why I don’t teach people leadership skills, I teach people ownership skills and the tools to build upon a company’s core values so they are encouraged and inspired to innovate and grow.
