What Leaders Crave
Tom Massey

This article provided by the Engstrom Institute

All social sector organizations have the potential to improve the world and make people's lives better. So why do some organizations produce a flood of results and impact, while others seem to spend most of their energy measuring and splitting the few drops they control?

Through 9 years in nonprofit management and 19 years in providing professional services to hundreds of social sector organizations, working on answers to that question has been the central focus of my work life, formal and informal education, research, personal interest, and calling.

I've worked with organizations that share similar communities, economic environments, histories, and even causes—yet one soars and the other struggles. The only consistent differentiation I've discovered requires understanding what the small group of staff and volunteers leading the organization cares about deeply and constantly pursues.

The best organizations I've observed are led by a group of key staff and volunteers who crave future mission results over the current situation, past programs, contemporary best practices, institutional pride, and even their own jobs or volunteer roles. If craving sounds too much like fluff and lightweight for you, you probably haven't seen the resource alignment, results analysis, staff metrics, research, and accountability of leaders who crave to correct a wrong in society or further a righteous cause. Leaders who crave demand rigor and discipline, and not just to "best practices." Best practices are not good enough for leaders who crave—they seek cutting edge solutions to achieve over-the-top results.

Craving is both a "head" and "heart" activity.

More than Just Leadership

All of us involved in organizations run the danger of using the term leadership as a one-liner quick fix, because everyone in the room will nod in agreement. "The difference is leadership." It's almost so overused it has lost significance.

In further defining good or better leadership we often talk about what good leaders do: cast vision, draw people and resources toward that vision, set strategy, and inspire achievement. I applaud all those activities, and they will lead to levels of success. However, the activities of a leader often change over time, in different situations, and to address different challenges and opportunities. Also, I can show you two highly effective organizations with two great leaders who do very different things. The activities on their "to do" lists are quite different.

Some look at the characteristics of a leader, or leadership styles. Others look to past performance, experiences, education, skill sets and even IQ/EQ. My case studies of successful organizations would show a variety of styles and resumes that could not be more different—yet measurable mission results are evident.

More than Just Passion

I use an unusual word for leadership differentiation: crave. A thesaurus produces these similar words: long for, desire, need, want, yearn for, require, hunger after, pine for. I know the more common term is passion (another much-overused word that may have lost most nuance).

But the leaders I observe are not just passionate. Passion produces a white hot glow—craving produces energy to pursue (most often to pursue a passion). I'm passionate about my favorite football team (fyi: University of Arkansas Razorbacks)—but it's not a craving.

I crave social sector organizations using all their resources effectively to produce transformational results in improving people's lives. I pursue this. I give time and money to this, and want to give more. I enlist others to help. My desire to add organizational octane that will change the world trumps every other priority in my life, except my faith and family.

More than Just One Leader

While I can make a strong case for isolating on the CEO or executive director, I've noticed in the "best of the best" organizations this leadership craving isn't contained in just one person. Leaders at the top include a few key volunteers and staff. In many organizations, I've observed this has been the CEO, one or two senior staff, and one or two long-term volunteers.

At any and every opportunity, this small group leading the best organizations will tell you what's on their heart and mind, in terms that are clear, concise, compelling. and consistent. Their craving is on the tip of their tongues.

In the great organizations I've worked with, I've observed true team leadership that isn't manufactured because of a best-selling book or seminar. The team members are often very different in skills, positions, and styles; but they have a deep, shared conviction. And, they care about each other personally, beyond the cause (more on "context" later).

More than Just Organizational Responsibility

Leaders of great organizations have a profound sense of responsibility for the cause—not the organization. They have a personal call to see the organization's purpose statement produce real results, not just to build a large organization with big budgets, membership, and buildings. In fact, craving a great organization can bring with it ego, pride, and decisions for glory instead of good.

In the great organizations, leaders desire media coverage about the impact the organization is having on people, communities, and society—rather than how wonderful the institution or leaders are.

Crave the "R" Words

So how do you know if you're one of those leaders who crave? See how many of these activities are present in your work and come naturally to you.

Leaders who are responsible for the cause are:

• Respectful of the past (they understand the importance of history/culture)
• Responsible to others (they're accountable)
• Realistic about the present (they're eager to confront brutal facts)
• Restless about the future (they're always asking, "What's next for us?")

Leaders who crave mission achievement seem to spend time on:

• Ranking priorities
• Research results
• Resources needed
• Relevance of our past to today and tomorrow

Because they crave a better future, they're not afraid to:

• Require accountability
• Risk when appropriate
• Reinvent when necessary
• Replace (with respect and never ruthlessly)

Observations of Leaders Who Crave

One of the highlights of my job is to be in a room with a group of leaders who crave. No matter what issue they're dealing with—a great opportunity or a serious challenge—they always follow a similar agenda (often without even planning it):

• What do we know about this situation? (what are the facts and data points?)
• How do we really feel about this? (honest opinion)
• From whom/where can we get more information or appropriate opinions? (stakeholders, research, leading edge organizations, etc.)
• What do we need to remind ourselves about our central purpose and principles? (the relevance of history and culture)
• How can we best serve the purpose of this organization—the great cause we share—to produce an ideal future? (always strategy for the long view)
• Who will take on the accountability of implementing the strategy? (providing direction and ownership; not a "to do" list)

Overall, these groups practice two very important leadership principles:

Input by many … decisions by few
No parking lot meetings

Leaders actively seek input and data from all corners of the organization and the environment in which they work. But the "few" are that small group of leaders who share this deep craving for the cause. They have a broad (not just representing a department or constituency) and deep (significant history) relationship with the organization.

We've all attended parking lot meetings following the meeting in the boardroom. Some of you reading this have chaired these meetings next to your car. If, in your opinion, the topic is worthy of a parking lot discussion, please have it in the meeting room. We can talk about almost anything if done with respect, in love, and for the common cause.

Alignment Happens

In organizations where the leadership team at the top craves mission results, the response to other leadership issues seems to flow from their DNA.

• They attract other staff based on commitment to the cause instead of money, titles, or perks
• Staff development is driven more by self motivation than training budgets, required courses, or recognition certificates
• Staff retention increases because no one wants to miss what's going to happen next as their organization changes the community or society
• Technicians and specialists are highly valued, but under the leadership of those entrusted with mission clarity
• Leaders of operating units in different locations and of various departments have one source for deciding on "local relevance/need vs. the common cause"
• Those coming into the organization from another social sector agency or the business world quickly understand what's most important and how they must modify their views to fully engage on mission and purpose
• Board members are more engaged because they're not there to borrow name credibility or to approve minutes
• Donors become solution enablers instead of purchasers of organizational influence
• Members and others volunteer to change the world instead of rearrange chairs

Beware—Then Be Bold

Craving solutions to society's problems must not become an obsession. There's a line some leaders cross that's first signaled when:

• No one wants to be in an elevator with you.
• You hear things like, "I know, kids are hungry.
• What do you want from me now?" Your family hides the checkbook from you.

In solving the great challenges of today, focus is needed. Passion is required. Leaders must cast an inspiring vision. But context is important too. Most well adjusted people live a 360-degree life, and you only get to see some percentage of it. Please remember that your cause isn't the only cause.

And while I'm stepping on toes … leaders, your faith, family, friends and even some fun are important for you to be healthy enough to fully engage in your calling. Regular unplugged rest and filling your tank will provide you with the fuel you need to crave the cause for many more seasons.

Beware of the journey from a good organization to one pushing at a much higher level. There are costs for this trip—and some are unpleasant. What about longtime leaders who have lost (or maybe never had) the craving for more? What about sacred cow programs that have lost relevance to mission? Can we really tell marginal board members, donors with strings, and low commitment members we're moving on without them?

Feel "good" about being "good." I mean, good can improve our world. But a small group of leaders bold enough to consistently crave more and better can change the future. I encourage you to:

1. Assess your cravings
2. Assess your current situation
3. Make appropriate changes to close the gap between #1 and #2
4. Enlist or join others with similar cravings
5. Put the cause above the organization or any one person
6. Temper all with some 360-degree context
7. Sign on for the long haul of improving the future

What could be a more important craving?

Tom Massey founded Triangle2 Partners (www.triangle2.org) in 2000 to provide a variety of professional services to organizations in the social sector. Prior to starting Triangle2, Tom was the Senior Consultant for the YMCA of the USA. Previously he was the head of its Program Services Division. Tom has also held several management positions, including CEO, in social sector organizations.