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LEADERSHIP: ARE YOU DRIVEN BY VISION OR VENGEANCE?
Kevin Rudd resigned his Prime Ministership rather than face being voted out by his own party colleagues. What transformed a resounding electoral win in December 2007 into this current humiliation? More importantly, as leaders, how can you or I avoid such outcomes? And, what are the warning signs? Here are half a dozen.
For me, the underlying issue is often the mindset and emotions we bring to a leadership situation. Is it expansionary: open, positive and caring of the challenges and people. Or, contractionary: closed, centralised and disdainful? And, I assure you I’ve operated in each mode – and so in reflecting on Rudd’s experience, I can empathise as well as judge.
In general, or for each leadership issue you’re currently facing, mark where you’re operating on the six spectra below! Far left, far right, or in-between?
| Expansionary focus | Contractionary focus | |
| Destination and goals | < – – – – – – > | Process and control |
| Delegation | < – – – – – – > | Centralisation |
| Reality and evidence | < – – – – – – > | Theory and assertion |
| Pragmatism and compromise | < – – – – – – > | My way or the highway |
| Caring and flexibility | < – – – – – – > | Endurance and intransigence |
| Planning and then implementing | < – – – – – – > | Deciding and assuming it’s done |
If we consider a number of issues across Rudd’s Prime Ministership, the financial stimulus programs, hospital reform and the recent Resources Super-Profits Tax, he operated nearer to the right than the left emotionally. But, why?
How is it we adopt a particular mode? From my experience and observation, these choices are often subconscious – reflecting deep-seated events from childhood or later. Given Rudd’s challenging early years, it’s not surprising he might be angry and combative with people holding economic or other power, and have a deep desire to control his environment.
There are times when the right-hand side of the ledger is appropriate. But, only if that is going to meet your current (as opposed to past) needs. And, that’s what my Leadership Action Planning tool helps you do. Plan consciously your leadership actions to ensure they address the concerns of those you’re trying to lead today and the challenges you and they are actually facing – not phantoms from the past. What you need is a plan of leadership actions to inspire them to trust and join you on the journey. The alternative is normally not as dramatic or newsworthy as Rudd’s demise, but can be devastating nonetheless. So, why not avoid it?
Categories for this Potshot:
Great-leader Potshots, Career planning, Understanding V|E|C|T|O|R, Define goals and outcomes, Develop plans and actions lists, Engage people, Be EQ-effective, Build teamwork,
Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership®
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