The Highest Call of Leadership

(Photo credit: The Catholic University of America)

The best executive is the one who has sense enough to pick good people to do what he wants done, and self-restraint to keep from meddling with them while they do it." — Theodore Roosevelt

"Control is not leadership; management is not leadership; leadership is leadership. If you seek to lead, invest at least 50% of your time in leading yourself—your own purpose, ethics, principles, motivation, conduct. Invest at least 20% leading those with authority over you and 15% leading your peers." — Dee Hock, Founder and CEO Emeritus, Visa

"If your actions inspire others to dream more, learn more, do more and become more, you are a leader." — John Quincy Adams

"The growth and development of people is the highest calling of leadership." — Harvey S. Firestone

What is Servant Leadership?

"For decades, the older leadership theories (e.g., traits, behavioral/styles, situational and functional) did not explicitly support or address the philosophy of servant leadership. However, this changed with the emergence of Integrated Psychological leadership theory – as represented by James Scouller’s Three Levels of Leadership model (2011). Scouller’s model – which attempts to integrate the older theories while addressing their limitations by focusing on the leader’s psychology – emphasizes the idea that leaders should care as much about their followers’ needs as their own and view leadership as an act of service.[9] Thus, the link between the philosophy of servant leadership and modern leadership theory has strengthened in the 21st century." (Excerpt from Wikipedia)

Wildland Fire Leadership Challenge

What can you do as a leader to help your personnel grow? To ensure that they are ready to take the next step in their careers, whatever that step is?

How can you work to ensure you are offering the best opportunities for your people? As stated above, leading does not consist of just your subordinates you can also share critical thoughts and learning moments with your supervisors as well-lead up!

Study your personnel. What are their strengths? Capitalize on them! Have them share their expertise with others. What are their weaknesses? Set them up with a coach/mentor!

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Thanks to Jill McCurdy, Branch Chief, Fire & Aviation Training, U.S. Forest Service, for this blog submission.