Leadership is necessary and noble work–and risky. Leadership is fundamentally about purpose and possibility, which makes leadership an intimately human endeavor. Leaders are often left exposed, and most knowingly assume this risk for something more. Thus, “clarifying the values that orient your life and work and identifying larger purposes to which you might commit are courageous acts.” (The Practice of Adaptive Leadership, 2009)

We resonate with the words from the Center for Ethical Leadership, when it describes two understandings of leadership: Transactional Leadership vs. Transformational Leadership.

• Transactional leadership is concerned with “transactions” — the business of daily organizational life.
• Transformational leadership seeks to change the status quo for the common good.

While we have mastered the operational and technical transactions of leadership, we have a long way to go in helping people engage in personal transformation. Consequently, sustaining leadership in the future will depend on our ability to master the development of the interior aspects of leadership. Fundamentally, sustainable leadership is an ongoing conversation with the self and the enterprise so that the capacity of a leader and organization may continue to grow and adapt.

Sustaining heart in the leadership journey
It takes great heart to offer acts of leadership. The stresses of leadership can be severe because leaders are always failing somebody, shouldering the pains and aspirations of an organization or community, and frustrating at least some people within it.

At the heart of sustaining your leadership, then, is preserving your sense of purpose. Commit the time, perhaps with the help of a professional executive coach, to understand the stresses of your particular leadership context. Remember to pace the work and respect the pains and loss of change. Know your tolerances, your triggers and your hungers. Be sure to distinguish your “self” from your role. Listen to yourself as data, and trust it. Have a sanctuary and use it. Lastly, surround yourself with allies and confidantes, and know the difference. (The Practice of Adaptive Leadership, 2009)

You and your leadership are valuable. If you care for yourself as you care for others, the gifts, strengths and talents you have been given will continue to be formed and sustained for the important work to which you have been called.

Tom Reid, Senior Consultant
The Reid Group