Profiles In Leadership - Taking The Right Steps

Profiles In Leadership Copyright © 2025 by Anthony Jordan Portland, Oregon

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Unless otherwise indicated, the Scripture quotations are from the New King James Version. Copyright@1982 by Thomas Nelson, Inc. Used by permission. All rights reserved. This book may not be reproduced in whole or in part in any form or by any electronic means, or mechanical, including photocopying, recording, or by any other information storage and retrieval system without prior written consent from the publisher, except as provided by the United States of America copyright law.

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TABLE OF CONTENTS

INTRODUCTION …………………………………………… .. …..5

CHAPTER 1: FOUNDATIONS OF LEADERSHIP – THE PRICE OF ENTRY ………………….……………………….9

CHAPTER 2: VISION AND VALUES – THE NORTH STAR ……………………………………………..17

CHAPTER 3: RELATIONSHIPS ARE EVERYTHING – BUILDING TRUST AND INFLUENCE ……………………....25

CHAPTER 4: CULTURE IS KEY – NO INSTANT SOLUTIONS …………………………………...43

CHAPTER 5: COMMUNICATION – THE ART OF LISTENING AND CLARITY ………………….51

CHAPTER 6: DECISION MAKING – THE WEIGHT OF RESPONSIBILITY ………………………...61

CHAPTER 7: FOUNDATIONS OF LEADERSHIP – THE PRICE OF ENTRY ………………………………………..73

CHAPTER 8: NAVIGATING CHANGE – STEADY HANDS IN TURBULENT TIMES …………………85

CHAPTER 9: ACCOUNTABILITY – OWNING OUTCOMES ………………………………………..97

CHAPTER 10: RESILIENCE – THE LONG GAME ……………………………………………109

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CHAPTER 11: CONTINUOUS – THE GROWTH MINDSET …………………………………...119

CHAPTER 12: LEGACY – THE ULTIMATE LEADERSHIP TEST ……………………...125

CONCLUSION: THE UNFINISHED JOURNEY ………….137

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INTRODUCTION: The Leadership Journey

I remember being thirteen, feeling frustrated and broken by what was happening around me. My father was absent, and my mother was searching for love in all the wrong places—and, unfortunately, she was finding it. Aside from my sports coaches, I had no other role models for leadership. For the first time in my life, my coach, Donnie “Daddy Mac” McPherson, recognized the leadership within me and ignited a flame I didn’t know existed, nor could I see in myself. After a hot summer football workout, Coach Mac pulled me aside because my life circumstances were manifesting as a negative attitude and behavior on the field, which showed as disrespect toward my teammates and coaches. Coach Mac was the first adult man I encountered who had an authentic way of speaking to the depths of my soul. He had a stern but loving approach that didn’t allow me to continue my behavior in his presence while still feeling loved. Coach Mac was the first man to ever say to me, “ Son, you are a leader. ” On that hot summer afternoon, Coach Mac spoke to me at length. While I can’t remember everything he said, I vividly recall hearing, for the first time in my life, those powerful, life-changing words: “You are a leader.” It hit me like a linebacker charging full speed to tackle a wide receiver trying to catch a first-down pass over the middle. Those words resonated more than any others had up to

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that point in my youth. I didn't fully understand what Coach Mac meant or how it connected to my future. However, I do remember turning to him and saying, “But Coach, nobody is following me; how can I be a leader?” Coach Mac continued to inspire with his words, paraphrased here: “ Many are called to leadership, but not all use their leadership gifts for good. You must choose what kind of leader you want to become. Some leaders guide people to victory; others lead them to defeat .” He concluded with another powerful statement that I wrote down as soon as I returned to the locker room: “Choose what kind of leader you want to become and pay attention to those who follow you. If you lead well, you will impact the lives of thousands. ” That conversation left me feeling like a deer in the headlights. However, that day, I began my leadership journey at the young age of thirteen. Little did I know that my journey would bring me back to Coach Mac’s words time and time again, throughout my journey as a leader. I’ve had the privilege and honor of leading thousands of athletes through sports coaching over the past thirty-two years and empowering executives and aspiring leaders for the past twenty-five. Leadership does not have shortcuts; it is a destination you arrive at overtime. It’s a journey, often challenging but deeply rewarding, demanding patience, perseverance, and an unwavering commitment to growth, humility, and integrity. Too frequently, we are tempted to look for shortcuts—quick fixes, easy wins, or the illusion of expertise gained without effort. Yet, a commitment to authentic leadership doesn’t allow for

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such detours. It requires embracing the process, even when the path is uncertain and slow. I’ve learned that leaders don’t just wake up one morning and suddenly become great leaders. Great leaders develop as they face challenges, make mistakes, learn from them, ask for forgiveness when they impact others, and remain committed to the call of leadership to keep moving forward. This process shapes your character, hones your skills, and enhances your ability to inspire and serve others. Although it can be challenging, this journey has been one of my most fulfilling paths. Leaders don’t have the luxury of choosing when to lead. The lure of shortcuts in leadership is strong, especially in a world that values speed and instant results—the microwave mentality. Leaders prioritize quick wins over sustainable progress, sacrifice values for expediency, or avoid hard conversations to keep the peace, only to lead to emotional eruptions and fractured relationships. While shortcuts might bring momentary satisfaction and success, they always come at a cost: erosion of trust, instability within teams, or even long term failure. Authentic leadership, which does not take shortcuts, requires choosing the more challenging path. It involves being consistently present, dedicating time to understanding your team, and establishing a solid structure for success that can withstand difficulties. No shortcuts, tricks, or narrative manipulation can substitute Shortcuts Undermine Success

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for the hard work of true leadership. Any leader who believes otherwise sets themselves and their organization up for disappointment and eventual failure.

Setting the Stage

This book is about rejecting the allure of shortcuts and embracing the leadership journey. Each chapter explores a vital aspect of my leadership journey, from cultivating trust to navigating change, and demonstrates why authentic leadership requires depth and dedication. We will uncover why shortcuts ultimately undermine success and how to build a lasting leadership legacy. If you’re reading this, it’s likely because you’ve committed to becoming a better leader. I hope this book can serve as a guide, not to an easy path, but to a meaningful one. Leadership, after all, has no shortcuts— only the road less traveled. It’s a journey worth taking that can change not only your life but also the lives of those you lead. Let’s Begin…

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Chapter 1: Foundations of Leadership – The Price of Entry

L eadership begins from within. I am deeply convinced that effective leadership is not about titles, positions, or external recognition—it’s about character. I define character as who you authentically are when nobody is watching. To lead others well, you must first lead yourself. This requires self-discipline, self-awareness, and a steadfast commitment to growth. These qualities form the foundation of your leadership, and like any structure, a weak foundation compromises everything built upon it. Leadership development demands intentionality and effort. While shortcuts may seem appealing, they undermine the qualities that make leaders effective and sustainable over time. This chapter will explore why self leadership is non-negotiable and how skipping foundational steps in leadership development can result in weak, fragile, and ultimately ineffective leadership.

Self-Discipline: The First Step

Leadership demands a discipline that surpasses what is ordinary in most aspects of life. It involves consistently doing the right thing, even when it is inconvenient, uncomfortable, or goes unnoticed. Self discipline in leadership is often demonstrated through

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small yet impactful actions: arriving prepared, honoring commitments, and resisting the temptation to take shortcuts. These behaviors not only reflect personal integrity but also set a standard for the entire team. Research by Tang (2021) highlights that disciplined leadership, particularly in how power is wielded, is crucial in shaping organizational outcomes and building credibility. Leaders who exemplify self-discipline create a ripple effect, fostering trust and accountability within their teams. When leaders fail to uphold the same standards they expect from others, their ability to inspire and guide effectively diminishes. Self-discipline is the bedrock of a leader’s credibility, providing a clear example for others to follow. Goldsby et al. (2021) reinforce this idea, noting that self-leadership practices, including self-discipline, have been consistently linked to positive organizational outcomes over the past four decades. This underscores the enduring importance of self-discipline in building trust and driving team performance. However, many aspiring leaders overlook this foundational step, focusing instead on external markers of success, such as promotions, influence, or recognition, while neglecting the inner work required to sustain these achievements. This imbalance often leads to burnout, inconsistency, and a loss of trust among those they lead and serve. Without the stabilizing force of self-discipline, leaders risk undermining their credibility and the cohesion of their teams. By prioritizing self-discipline, leaders can avoid these pitfalls and build a legacy of trust,

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consistency, and long-term success. As Tang (2021) and Goldsby et al. (2021) emphasize, disciplined leadership is not just about personal integrity; it also involves creating a culture of accountability and resilience that benefits the entire organization. Resources: 1. Tang, J. (2021). CEO self-discipline in power use: A key moderator for the effect of CEO power. European Management Journal, 39 (5), 633 644. https://doi.org/10.1016/j.emj.2021.01.007 2. Goldsby, M. G., Goldsby, E. A., Neck, C. B., Neck, C. P., & Mathews, R. (2021). Self-leadership: a four decade review of the literature and trainings. Administrative sciences , 11 (1), 25. Self-awareness is the foundation of emotional intelligence and one of the most essential traits a leader can develop. It requires a deep understanding of one’s strengths, weaknesses, emotional triggers, and blind spots, as well as recognizing how one’s actions and words impact others. Leaders who lack self-awareness resemble captains navigating a ship without GPS—they may possess the technical skills for navigation, but without a clear understanding of their current position or destination, they risk steering themselves and their teams off course. As Friedland and Jain emphasize, "moral self awareness, a critical aspect of self-awareness, is vital for Self-Awareness: Knowing Yourself to Lead Others

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ethical decision-making and for fostering a culture of accountability within organizations" (Friedland & Jain, 2022, p. 16). This highlights the importance of intentional effort in cultivating this essential skill. Developing self-awareness is not a one-time exercise but an ongoing process that requires honest reflection, actively seeking feedback, and a willingness to accept critique. Leaders who embrace this practice are better equipped to make decisions based on wisdom instead of ego, fostering trust and alignment within their teams. Conversely, leaders who overlook this step often find themselves disconnected from their teams, making decisions that are out of touch with the group’s needs and dynamics. By prioritizing self-awareness, leaders can establish a foundation of emotional intelligence that promotes personal growth and team success, ensuring their leadership remains practical and ethically grounded. Reference: Friedland, J., & Jain, T. (2022). Reframing the purpose of business education: Crowding-in a culture of moral self awareness. Journal of Management Inquiry , 31 (1), 15-29.

A Commitment to Growth: The Lifelong Journey

Leadership is not a destination but a journey that demands continuous growth. The most effective leaders are lifelong learners, constantly seeking to improve themselves and their organizations. This commitment to

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growth involves reading, learning from mentors, attending workshops, and staying curious about the evolving challenges of leadership. Research by Lin et al. (2022) highlights that transformational leadership, when combined with a growth mindset, enhances self-efficacy and promotes sustained professional development, enabling leaders to adapt and thrive in dynamic environments. However, growth is rarely comfortable—it requires confronting weaknesses, embracing failures as learning opportunities, and stepping beyond what feels safe. While talent may open doors, ongoing growth ensures they remain open. Shortcuts are tempting but ultimately misleading; leaders who bypass the hard work of development often find themselves unprepared for the complexities of their roles. Without a commitment to personal growth, leadership stagnates, becoming reactive and ineffective. True growth transforms leaders into adaptable, resilient, and visionary guides for their teams. Reference: Lin, W., Yin, H., & Liu, Z. (2022). The roles of transformational leadership and growth mindset in teacher professional development: The mediation of teacher self-efficacy. Sustainability , 14 (11), 6489.

Why Shortcuts Fail

Shortcuts in leadership development may appear efficient in the short term, but they establish fragile foundations that struggle to meet the demands of effective leadership. A leader who avoids the hard work of

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developing self-discipline, self-awareness, and a growth mindset is like a house built on sand—unstable and prone to collapse when faced with challenges such as team conflict, setbacks, or unexpected changes. For example, a leader who focuses on rapid career advancement instead of personal growth may climb the ranks quickly, but without the crucial skills of self-discipline and self awareness, they are likely to face difficulties when managing teams, making tough decisions, or responding to criticism. This lack of preparation not only undermines their credibility but also adversely affects their organization and the individuals they lead. Crises often uncover the shortcuts of leadership. Under pressure, a leader’s true character and preparedness become apparent. Those who have invested in the essential elements of leadership—building resilience, emotional intelligence, and a growth mindset— are better equipped to tackle challenges with integrity and adaptability. In contrast, leaders who rely on shortcuts often discover that they feel overwhelmed and ineffective when it matters most. As Kruse et al. (2023) highlight, shortcuts in decision-making and development may offer temporary benefits, but they ultimately weaken a leader’s ability to operate effectively in complex, high-stakes situations. True leadership requires a commitment to the challenging work of personal and professional growth, laying a strong foundation for long-term success.

Reference: Kruse, S., Bendig, D., & Brettel, M. (2023). The potency of

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shortcuts in decision-making. MIT Sloan Management Review , 65(1), 17-19.

Building a Strong Foundation

To establish a strong foundation for leadership, a commitment to growth is essential. Begin by cultivating self-discipline habits, such as honoring your commitments, keeping your word, and effectively managing your time. These practices not only enhance your credibility but also set a positive tone for your team. Next, prioritize self-awareness by actively seeking feedback, embracing accountability from trusted colleagues, and reflecting on your experiences. This ongoing process allows you to understand your strengths, weaknesses, and the impact of your actions on others. Finally, view growth as a lifelong journey, investing in personal and professional development at every stage. Leadership is not a fixed achievement but a continuous process of learning and improvement. As Lin, Yin, and Liu (2022) emphasize, leaders who adopt a growth mindset and engage in transformational practices are better equipped to inspire their teams and drive sustainable success (Lin, Yin, & Liu, 2022). Leadership is a marathon, not a sprint. Although the effort required may seem overwhelming, the rewards— such as earning trust, inspiring others, and making a meaningful impact—are invaluable. There are no

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shortcuts in leadership; the time and energy spent on building a solid foundation yields long-term benefits for both the leader and those they serve. Leaders who commit to growth not only improve their own skills but also nurture a culture of resilience and adaptability within their organizations. By emphasizing self-discipline, self awareness, and continuous learning, leaders can face challenges with confidence and create a legacy of positive influence. Reference: Lin, W., Yin, H., & Liu, Z. (2022). The roles of transformational leadership and growth mindset in teacher professional development: The mediation of teacher self-efficacy. Sustainability , 14(11), 6489.

https://doi.org/10.3390/su14116489

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Chapter 2: Vision and Values – The North Star

L eadership without vision is like building a plane while trying to fly it. Vision provides direction and purpose, guiding leaders and their teams through clear skies while navigating turbulent winds. However, vision alone is not sufficient. To be meaningful, it must be anchored in core values—principles that define who you are, what you stand for, and how you lead. Together, vision and values create the North Star of leadership. The North Star symbolizes the guiding principles that provide direction, clarity, and purpose for a leader's actions and decisions. They keep you grounded and focused, ensuring that your choices align with your ultimate goals. However, staying true to this North Star demands discipline and courage, particularly when facing pressure to compromise for quick wins or short-term gains.

Defining an Authentic Vision

Vision is seeing beyond the current state and envisioning your preferred future. I have a personal life quote that says, “See it before you see it.” This quote emphasizes focusing on the preferred future before

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arriving there and using it as motivation to persevere. The image of a better future inspires people to strive toward something greater than themselves or their current position. A compelling vision has three essential qualities: clarity, relevance, and inspiration. 1. Clarity : A vision must be clear and specific. Ambiguity creates confusion and dilutes commitment. Leaders must articulate their vision so everyone can understand and rally behind them. 2. Relevance : A vision must be rooted in the organization’s mission and context. It should address the needs and aspirations of the people it serves and resonate with their shared purpose. 3. Inspiration : A vision should ignite passion and energy. It must be compelling enough to motivate people to push through challenges and focus on their preferred future. An authentic vision is not something you can borrow or copy from others; it comes from within—a deep understanding of your values, your organization’s strengths, and the impact you wish to create. Developing such a vision requires time and reflection, but it establishes the foundation for lasting success. As Myles Munroe emphasizes in The Principles and Power of Vision , a true vision is born from self-awareness and clarity of purpose, serving as a guiding force that aligns personal and organizational goals (Munroe, 2017). This alignment ensures that the vision is not only inspiring but also sustainable, driving meaningful progress over time. Leaders who invest their time in cultivating an authentic vision rooted in core values and

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organizational strengths are better equipped to navigate challenges and motivate others to achieve shared goals. Reference: Munroe, M. (2017). The Principles and Power of Vision: Keys to Achieving Personal and Corporate Destiny . Whitaker House.

Aligning Vision with Core Values

Core values are the principles that define your leadership and organizational identity. They serve as guardrails, ensuring that the pursuit of your vision remains ethical, consistent, and aligned with your purpose. Without values, even the most ambitious vision can lead to misguided actions and unintended consequences. For example, an organization may aim to increase its market share; however, if it values integrity, it will refrain from unethical practices to achieve that growth. Leaders who consistently align their vision with their values foster trust and stability, especially during times of change or uncertainty. Aligning vision with values demands more than simple lip service. Leaders must embody these values in their communication and actions, integrate them into the organizational culture, and hold both themselves and others accountable for the vision. When values and vision work in harmony, they create a powerful force that drives

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meaningful progress. As highlighted in the Forbes Coaches Council article, "alignment between vision and action is achieved when leaders consistently model their values and incorporate them into every aspect of their organization’s operations" (Forbes Coaches Council, 2023). This alignment ensures that the vision is not just aspirational but actionable, fostering trust and commitment among team members. Leaders who prioritize this harmony between values and vision cultivate a cohesive and purpose-driven environment, enabling their organizations to achieve sustainable success. Reference: Forbes Coaches Council. (2023, March 13). How do you align your vision with action? Forbes . Retrieved from https://www.forbes.com/councils/forbescoachescou ncil/2023/03/13/how-do-you-align-your-vision-with action/

The Dangers of Compromising on Values for Quick Wins

Compromising on values may produce short-term gains but almost always leads to long-term damage. Leaders who sacrifice integrity for expediency risk eroding trust, harming their reputation, and undermining their vision. As Jim Salvucci notes in On the Dark Side of Compromise , "short-term compromises, while seemingly

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practical, often result in long-term consequences that undermine the very foundation of trust and credibility a leader strives to build" (Salvucci, 2023). Consider a leader who values transparency but withholds crucial information to expedite a decision. While the immediate issue may be settled, the long-term effect can be a devastating loss of credibility, disengaged employees, and a fractured culture. The shortcut may have felt efficient for decision-making, but it ultimately disrupted the organization’s ability to realize its vision. The temptation to compromise often arises in moments of pressure—tight deadlines, financial constraints, or competitive threats. These moments test a leader’s resolve and commitment to their values. Leaders who stay true to their North Star, even in adversity, demonstrate courage and integrity, earning the trust and loyalty of those they lead. By resisting the allure of quick fixes and upholding their values, leaders can preserve their credibility and ensure their vision remains intact. Reference: Salvucci, J. (2023, March 15). On the dark side of compromise. Substack .

Retrieved from https://jimsalvucci.substack.com/p/on the-dark-side-of-compromise

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A Case Study: Staying True to the North Star

One of the most significant examples of vision and values alignment comes from a well-known company that prioritized its principles over profit. In the 1980s, Tylenol confronted a crisis when several bottles of its product were tampered with, resulting in consumer deaths. The company’s immediate response was to recall every bottle of Tylenol from the shelves, a decision that cost millions of dollars. Tylenol’s commitment to consumer safety was crucial to this decision. Although the company faced a financial setback, aligning its vision with its values effectively addressed the crisis and restored consumer trust, reinforcing its reputation as a brand that prioritizes integrity over profit. This example highlights the importance of avoiding shortcuts, even when faced with significant challenges. Remaining committed to an organization's vision and values safeguards its integrity and fortifies its foundation for future success.

Case Study Resource:

Greyser, Stephen A. "Johnson & Johnson: The Tylenol Tragedy." Harvard Business School Case 583-043, October 1982. (Revised May 1992.)

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Building and Protecting Your North Star

As a leader, your vision and values must be more than mere abstract concepts—they should guide every decision and action you take. Core values should act as the lens through which you evaluate your choices, ensuring they align with your principles. Here are a few keys to building and safeguarding your North Star: • Define Your Core Values : Reflect on the principles that are most important to you and your organization. Write them down and use them as a guide for decision-making, keeping them close. • Communicate Your Vision : Articulate your vision clearly and passionately. Integrate it as a vibrant, dynamic element of your organization’s culture. Inspire your staff to reach the standard of your vision but never diminish it. • Model the Way : Demonstrate your commitment to your vision and values through your actions. As I often say in coaching, “Athletes are a direct reflection of their coach.” This principle also applies to organizational leaders; the team will follow your actions, not just your words. • Hold the Line : Resist the temptation to compromise, even when it’s hard. Remember, every shortcut chips away at the foundation of your leadership.

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The North Star in Action

Leadership driven by vision and values isn’t always easy, but it is always the right choice. It ensures that your decisions are consistent, your team is aligned, and your organization remains resilient in the face of challenges. The North Star may present a more difficult path, but it promises to guide you toward meaningful and sustainable success. As you continue your leadership journey, remember that shortcuts may promise quick results but often lead you astray. Stay committed to your vision, anchored in your values, and guided by your North Star. After all, leadership has no shortcuts.

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Chapter 3: Relationships are Everything – Building Trust and Influence

L eadership is inherently relational. Let me say that again: Leadership is relational. Regardless of how talented or knowledgeable you are, your success in leadership hinges on your ability to connect with others, build trust, and foster influence. Cultivating meaningful relationships within an organization is not merely a “nice-to-have” skill—it’s a cornerstone of sustainable leadership. This chapter will explore why relational leadership matters, how trust and influence are built, and why shortcuts in relational leadership can undermine your ability to lead effectively.

Why Relationships Matter in Leadership

At its core, leadership centers on people. Whether you’re leading a small team or an entire organization, your ability to achieve goals relies on those you lead. Relationships create the bridge that connects your vision and values to the actions and outcomes you desire. I’ve embraced a powerful quote from President Teddy Roosevelt, which states, “People don’t care how much you know until they know how much you care.”

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Meaningful relationships within an organization:

• Foster Collaboration : When people feel connected and valued, they are more likely to work together effectively. • Encourage Engagement : Employees who trust their leaders and feel a sense of belonging are more motivated and committed to their work. • Enhance Communication : Strong relationships create open channels for feedback, ideas, and problem-solving, especially in moments of disagreement. • Build Resilience : In times of change or crisis, relationships provide the support and unity needed to navigate challenges. Leadership without strong relationships is like building a house on sand—it may stand for a while, but it won’t withstand erosion. Relationships provide stability and strength that make sustainable leadership possible. As Dr. Tim Jackson, PhD, emphasized in My Leadership Philosophy: Part 4 — The Power of Relationships , “the foundation of effective leadership lies in the ability to build and nurture authentic relationships, which serve as the bedrock for trust, collaboration, and long term success” (Jackson, 2023). Without these connections, leaders risk creating a fragile structure that collapses under pressure. Strong relationships foster resilience, enabling leaders to navigate challenges and inspire their teams to achieve shared goals. By prioritizing meaningful connections, leaders can

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create a stable foundation that supports both personal growth and organizational success.

Reference: Jackson, J. (2023, February 10). My leadership philosophy: Part 4 — The power of relationships. Medium . Retrieved from https://medium.com/@jacksonlead/my leadership-philosophy-part-4-the-power-of relationships-fe589259c52f

Building Trust: The Foundation of Relationships

Trust is the currency of leadership; it truly offers a substantial return on investment. With trust, your influence is limitless, and your effectiveness remains intact. Trust is not granted automatically—it must be earned through consistent actions and behaviors that show integrity, reliability, and care. 1. Integrity : Say what you mean and do what you say. Integrity builds trust because it ensures consistency between your words and actions. Leaders who lack integrity quickly erode trust, often beyond repair. 2. Reliability : 90% of life is showing up. A consistent commitment to showing up and following through on commitments builds deep trust. People trust leaders who are dependable and whom they can count on in both good times and bad.

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3. Care : Trust grows when people feel seen, heard, and valued. Empathy and genuine concern for others create a sense of safety and connection. Building trust takes time, but it can be lost in an instant. Leaders must guard their credibility by prioritizing trust building actions and avoiding shortcuts that might undermine relationships.

Fostering Influence: The Art of Leadership

Influence is the capacity to motivate others to take action, embrace a vision, or adopt new perspectives. In contrast to authority, which stems from a position or title, influence is cultivated through relationships and trust. Influential leaders inspire others not out of necessity but out of desire. 1. Credibility : Your expertise, integrity, and reliability give people confidence in your leadership. 2. Connection : Influence grows when people feel a personal connection with you. They are more likely to follow a leader they respect and relate to. 3. Consistency : Influence is built through repeated investment in positive interactions. Sporadic engagement or erratic behavior weakens your ability to lead. Influence stems from three key factors:

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Leaders who prioritize influence over authority create an environment where individuals feel empowered and motivated to perform at their best. According to Hurt and Long (2022), servant leaders who emphasize influence rather than positional authority foster a culture built on trust and collaboration, allowing team members to feel valued and inspired to work toward common goals. This approach departs from control and instead emphasizes empowerment, encouraging individuals to take ownership of their responsibilities and contribute in meaningful ways. By prioritizing influence, leaders strengthen relationships, enhance engagement, and promote a cohesive and productive team dynamic. This leadership style not only improves individual performance but also drives collective success, laying a foundation for sustainable achievement. Reference: Hurt, K. J., & Long, E. (2022). Positional authority and influence in servant leadership: A conceptual model. The Journal of Values Based Leadership, 16 (1)

https://doi.org/10.22543/1948-0733.1434

Relational Leadership vs. Transactional Leadership

Leadership styles significantly impact on how leaders connect with their teams, build trust, and achieve organizational goals. A leader’s style can be understood through two distinct approaches—Relational Leadership and Transactional Leadership—emphasizing the contrast between meaningful connections and task-driven exchanges. Research by Edwards et al. (2023) emphasizes

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that relational leadership, which focuses on genuine connections and emotional well-being, plays a crucial role in fostering trust, collaboration, and long-term success within teams. This approach stands in contrast to transactional leadership, which prioritizes task completion and short-term results. By understanding these approaches, leaders can more effectively navigate their roles and cultivate a leadership style that promotes trust, engagement, and sustainable success. Emphasizing relational leadership fosters an environment where team members feel valued and inspired to contribute to shared goals, ultimately enhancing organizational effectiveness. Resource: Edwards, S., Furnari, M., Liu, S., Tuepker, A., Park, B., Gordon, L., & Uchison, E. (2023). Impact of the relational leadership institute on participant well-being. Annals of Family Medicine, 21 (S1)

https://doi.org/10.1370/afm.21.s1.4110

Relational Leadership Style

Relational leadership has been a highlight of my career. It focuses on building meaningful relationships and understanding the stories behind each team member. This style emphasizes trust, empathy, collaboration, and mutual respect while maintaining an authoritative presence. Leaders who adopt this approach prioritize the well-being and development of their team,

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acknowledging drive engagement, creativity, and performance. I often refer to this leadership style as “Getting into the Dirt.” While some may initially believe that relational leadership lacks accountability, my experience shows that it enhances accountability. that strong relationships • Trust and Transparency : Leaders build trust by being authentic and open in communication and actions. • Empathy and Support : They demonstrate care for their team’s emotional and professional needs, creating a supportive environment. • Collaboration : Relational leaders foster a culture of teamwork and shared decision-making and invite shared accountability. • Long-Term Focus : Their leadership extends beyond immediate tasks to nurture relationships that sustain success over time. • Leaning into the Story behind the Story : This is the above-and-beyond investment in learning, when appropriate, the life of their team members outside of work and work responsibilities. Once you’ve won the right to be heard through relational leadership with your team members, you begin to be invited into the deeper story of who they are and how it impacts their productivity. Critical Characteristics of Relational Leadership:

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Potential Advantages of Relational Leadership:

• Increased employee engagement and loyalty.

• Higher levels of trust and morale within teams.

• Enhanced innovation and collaboration through open communication.

• A more robust, more unified organizational culture.

• A true feeling of belonging within the entire team.

Potential Disadvantages of Relational Leadership

While relational leadership provides you many advantages, it also comes with its challenges and potential drawbacks. Here are a few disadvantages to consider: • Time-Intensive Efforts : Building and maintaining deep, meaningful relationships require significant time and energy, which can detract from focusing on task-oriented goals or organizational priorities. • Risk of Over-Involvement : Investing heavily in understanding team members’ personal lives may lead to overstepping boundaries, causing discomfort or perceived intrusiveness. • Challenges in Enforcing Accountability : Prioritizing harmony and positive relationships may make it difficult to address performance issues or enforce discipline when necessary. • Potential for Bias or Favoritism : Close relationships with team members can unintentionally lead to bias or favoritism, creating

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perceptions of unfairness and undermining team cohesion. • Emotional Burnout for Leaders : Constantly investing in the emotional well-being of team members can be draining, leading to burnout if leaders do not establish proper boundaries or self care practices. These disadvantages highlight the importance of balancing relational leadership with task-oriented approaches and maintaining clear boundaries to ensure both team well-being and organizational success.

Transactional Leadership Style

Transactional leadership, in contrast, focuses on achieving specific tasks and objectives through clear agreements, rewards, and accountability. It is performance-driven, emphasizing structure, efficiency, and the completion of defined goals. This leadership style doesn’t allow for getting to know team members beyond the task-driven assignments. Once the task is completed, leaders simply move on to the next one.

Critical Characteristics of Transactional Leadership:

• Clear Expectations : Leaders communicate specific objectives and performance metrics. • Rewards and Consequences : Motivation is often based on tangible incentives (e.g., bonuses,

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promotions) or penalties (e.g., warnings, demotions). • Task Orientation : The focus is on achieving outcomes, sometimes at the expense of individual development or relational depth. • Short-Term Goals : The emphasis is often on immediate results rather than long-term growth.

Advantages of Transactional Leadership:

• Effective for achieving short-term goals and maintaining operational efficiency.

• Provides clarity and structure in task execution.

• Works well in environments where processes and outcomes are clearly defined.

Disadvantages of Transactional Leadership:

• Limited Employee Engagement : Transactional leaders focus on tasks and rewards, which can lead to a lack of emotional connection or intrinsic motivation among team members. Employees may feel like cogs in a machine rather than valued contributors. • Neglect of Long-Term Development : The emphasis on short-term goals and immediate results often overlooks the importance of nurturing long-term growth, skill development, and career progression for team members. • Reduced Creativity and Innovation : The rigid structure and focus on predefined tasks can stifle

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creativity, as team members may feel discouraged from thinking outside the box or proposing new ideas. • Dependence on Rewards and Accountability : Relying heavily on rewards and consequences can create a culture where motivation is solely extrinsic, potentially diminishing intrinsic motivation and loyalty over time. • Poor Adaptability to Change : Transactional leadership thrives in stable, predictable environments but struggles in dynamic or uncertain situations where flexibility and innovation are required.

Relational Leadership vs. Transactional Leadership: Finding the Balance

While relational leadership encourages deeper trust and collaboration, transactional leadership can also effectively meet deadlines and drive short-term results. However, over-reliance on transactional leadership can alienate team members, lower morale, and hinder long term success.

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Key Differences:

Transactional Leadership

Aspect

Relational Leadership

Achieving tasks and immediate goals. Driven by rewards and penalties. Often limited to task completion.

Building trust, relationships, and growth.

Focus

Driven by intrinsic values and shared vision.

Motivation

Fosters deep team commitment.

Engagement

Primarily focused on short-term results.

Builds long-term loyalty and development.

Longevity

The best leaders understand when to balance these approaches. Relational leadership is crucial for building trust and inspiring loyalty, while transactional leadership can ensure that tasks and objectives are completed efficiently.

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Keys to Integrating Relational Leadership into Your Style

1. Prioritize Connection : Schedule time for one-on one check-ins to understand the needs and goals of your team members. 2. Listen Actively : Practice empathetic listening to build trust and uncover insights. 3. Celebrate People, Not Just Outcomes : Recognize individual contributions and milestones, reinforcing a sense of value and belonging. 4. Focus on Development : Invest in team members’ growth through mentoring, coaching, and providing opportunities for advancement. Relational leadership transcends task completion but does not minimize accountability. It shapes a legacy of trust, collaboration, and mutual success. While transactional leadership has its place, meaningful and sustainable leadership is built on relationships.

The Cost of Shortcuts in Relational Leadership

Shortcuts in building relationships may seem efficient in the short term, but they undermine the trust and influence required for sustainable leadership. Common shortcuts include:

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• Transactional Relationships : Treating people as tools to achieve goals rather than as individuals with value and potential. • Surface-Level Engagement : Engaging with others only when convenient or necessary rather than investing in meaningful connections. • Avoiding Tough Conversations : Ignoring conflicts or challenges instead of addressing them constructively. These behaviors may save time now, but they create a fragile relational foundation that crumbles under pressure. Leaders who fail to invest in relationships often find themselves isolated and ineffective when they need support the most.

Practical Steps to Build Relationships, Trust, and Influence

1. Be Present : Show up for your team physically, mentally, and emotionally. Pay attention, listen actively, and engage fully in conversations. 2. Invest Time : Building relationships requires intentional effort. Schedule regular check-ins, attend team events, and create opportunities for connection. 3. Open Communication : Transparently share your vision, values, and decisions. Invite feedback and respond to it with openness and respect.

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4. Resolve

Conflicts

Quickly :

Address

misunderstandings disagreements constructively. Avoiding conflict only allows it to fester and erode trust. 5. Celebrate Successes : Acknowledge and appreciate the contributions of others. Celebrating success builds morale and strengthens relationships. 6. Be Consistent : Consistency in your actions and communication reinforces trust and influence over time. and In 2007, Popeyes Louisiana Kitchen faced significant challenges, including declining sales, dissatisfied franchisees, and a stagnant brand image. That year, Cheryl Bachelder, who had been appointed CEO, adopted a relational leadership approach grounded in servant leadership principles, which played a crucial role in revitalizing the company. • Declining Performance: Sales and profits declined, and the brand had difficulty distinguishing itself in a competitive market. • Franchisee Discontent: Franchise owners felt neglected and unsupported, leading to strained relationships and operational inconsistencies. Challenges Faced: A Case Study: The Power of Relationships

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• Cultural Stagnation: The organizational culture lacked a clear vision and purpose, resulting in low employee morale and engagement.

Bachelder's Relational Leadership Approach:

• Emphasis on Servant Leadership: Bachelder prioritized serving the needs of franchisees and employees, believing that supporting them would lead to superior business results. She stated, "The purpose of our leadership is to serve the people who deliver our brand to the customer." • Building Trust and Collaboration: She fostered open communication channels, actively listened to concerns, and involved franchisees in decision making processes, thereby rebuilding trust and collaboration. • Focus on Long-Term Relationships: Bachelder shifted the company's focus from short-term gains to building sustainable, long-term relationships with stakeholders, aligning with the principles of relational leadership. Financial Bachelder's leadership, Popeyes' stock price rose from $11 in 2007 to $79 during its 2017 sale to Restaurant Brands International. • Enhanced Franchisee Satisfaction: By prioritizing franchisee relationships, the company improved Turnaround: Under Outcomes Achieved: •

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operational performance and consistency across locations. • Cultural Transformation: The emphasis on servant leadership and relational dynamics led to a more engaged workforce and a revitalized brand identity. Cheryl Bachelder's tenure at Popeyes exemplifies how relational leadership, grounded in servant leadership principles, can drive organizational success by prioritizing relationships, trust, and long-term value creation.

Case Study Resource:

Miller, H. L. (2022, May 11). The f ormer CEO of Popeyes used servant leadership to save the company . Leaders.com.

https://leaders.com/articles/leaders-stories/cheryl bachelder/

Sustainable Leadership Through Relationships

Leadership that endures is built on relationships. A foundation for collaboration creates engagement and resilience by cultivating trust and influence. These qualities enable your team to achieve extraordinary results and weather the inevitable challenges. Remember, there are no shortcuts to building relationships. It takes time, effort, and genuine care, but the payoff is worth it. Your ability to connect with others

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is your greatest asset as a leader. Protect, nurture, and use it to inspire those you lead. In leadership, relationships matter. Trust and influence are non-negotiable and worth every investment you make.

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Chapter 4: Culture is Key – No Instant Solutions

C ulture is the soul of an organization. It defines how people behave, interact, and make decisions. A strong culture aligns teams, inspires innovation, and sustains organizations through challenges. However, building and maintaining a positive culture is a task that can take time and effort. It requires intentionality, consistency, and time. Leaders often underestimate the need to pay more attention to the importance of culture or attempt to implement quick fixes when things go awry. However, shortcuts in shaping culture often lead to superficial changes that fail to address deeper issues. This chapter will explore why culture takes time to develop and examine case studies of leaders prioritizing culture without shortcuts.

What is Organizational Culture?

Organizational culture includes the shared values, beliefs, and behaviors that shape how work gets done within an organization. It is often described as "the way things are done around here.” Culture influences everything from decision-making and problem-solving to employees' perceptions of their roles and colleagues. As

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noted in “ The Creation of a Company Culture ,” a strong organizational culture is not merely a byproduct of operations but a deliberate framework that aligns individuals with the organization’s mission and values, fostering unity and purpose (Dellheim, 1987). • Aligns employees with the organization’s mission, vision, and values. • Encourages collaboration, trust, and innovation. • Attracts and retains top talent. • Supports resilience during times of change or adversity. In contrast, a toxic or unhealthy culture fosters mistrust, disengagement, and high turnover, ultimately undermining an organization’s success. By intentionally cultivating a positive culture, leaders can create an environment where employees feel connected, motivated, and empowered to contribute to the organization’s goals. Reference: Dellheim, C. (1987). The creation of a company culture: Cadburys, 1861-1931. The American Historical Review , 92(1), 13-44. A healthy culture:

Why Culture Takes Time to Develop

Building a thriving organizational culture is not a one-time initiative; it’s an ongoing process that demands consistent effort and reinforcement. Here’s why:

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1. Culture is Built Through Actions, Not Words : Culture is shaped by what leaders do, not just what they say. Employees look to leaders to model the behaviors and values they want to see in the organization. Consistent actions over time establish credibility and trust. 2. Trust and Relationships Require Time and Investment : A strong culture depends on trust, which cannot be built overnight. Trust grows through the investment of repeated positive interactions and shared experiences. 3. Change is Incremental : Shifting a culture, especially if it has been toxic or misaligned, takes patience. Employees need time to adjust to new expectations and see evidence that changes are genuine and first lived out daily by leadership. 4. Culture Reflects Collective Habits : Habits, by their nature, are deeply ingrained. Changing the habits of an organization requires persistent effort and reinforcement to establish new norms.

The Danger of Shortcuts

Leaders who try to take shortcuts in building culture often focus on superficial changes that fail to address the underlying issues. Common shortcuts include:

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