Every story begins with why. Why this topic, why now, why am I writing it, why would you read it? There are a lot of whys that need our attention. The big idea here, in part I, is that there is a leadership progression, a leadership ladder if you like, that charts the ideal leader’s journey. A journey that begins with technical competence and personal greatness, and very quickly flips 180 degrees and becomes about developing those same qualities of greatness in others.
Your career starts with technical competence; you get good at something; often you then end up managing others; and if you are on track you can then end up in positions of leadership taking responsibility for the decisions and direction of your enterprise, be it social, personal or organisational.
It’s at this point you have three evolving choices. The first is the choice to motivate others or not; to engage with people, help them be the best they can and do the best work they can — the choice of motivational leadership. The second choice is a tough one as it requires a certain acceptance that who you are and how you go about your day may act as inspiration for others; this is the choice to be inspirational. It’s the third choice that has the single most important impact on a group. This is the choice to amplify, to take the motivated and help them become motivators, to not only be inspiring but inspire others to do the same. To teach the teachers and create the leaders who then in turn will do ...