The traits of a leader

Times Contributor

 

Dr. Jim Frideres, Director of Research for the Banff Centre spoke to leaders gathered at the Civic Centre on Sept. 13, about the kind of leadership needed by collaborative agencies in dealing with Alberta’s employment and training initiatives.

He said a new way of thinking is needed about where Alberta organizations are headed.

“When we look at the state of the world today we see a mixed venture, rapid innovation in a connected society is transforming the way we work and play,” said Frideres. “We find the challenges more urgent and interconnected.”

He encouraged leaders to cast aside cautious analytical hesitance, and take risks by collaborating with unlikely alliances, leading to decisive action regardless of the possibility of error

Some would perceive this as reckless. Frideres said it was transcending barriers.

“If leaders want to leverage their impact and that of their community, then working in partnership is the most effective way to do it,” said Frideres.

He understood that the process wasn’t easy because it involves the lack of control, setting aside private goals and removing the individual desire to implement those goals.

He referenced the 2005 Government of Alberta document called ‘A place to grow’. It emphasizes a cross government approach to rural growth. 

“It means that rural communities need to commence sustaining a network beyond their current network. It spreads risk, knowledge and makes an impact,” Frideres said.

He designated the rural community as stewards of the land, preserving community, provincial cohesion and creation of residence and work in a local area. 

“Many people have a natural caution, making incremental change, looking to what seemed to work in the past and do more of it. History shows that the most significant cultural transformations occur when leaders try to make big changes,” said Frideres.

He recommended all leaders read ‘Built to Last: Successful Habits of Visionary Companies’ by Jim Collins. The book outlines why incremental decision-making is not successful.

For rural areas to flourish in a fast moving economy, he asked that leaders develop community based on local-global axis, harness their resources to identify how the future might unfold. Most choose their own preferred scenario or choose one scenario over another.  He said look at the reality of the situation for unlikely developments and prepare for all contingencies.

 “The future develops from action and inaction. It is a matter of players involved and the effect of outside influences on the outcome,” said Frideres.

Most people think it is taking due diligence to study a problem and look at all angles before taking action. Frideres maintains such action will leave leaders stuck in spiral of contemplation, where perpetual study replaces action.

“I call this paralysis of analysis,” said Frideres. ”It doesn’t mean assessment and review isn’t needed, but waiting for expensive long term studies as the opportunities pass by.”

A true leader recognizes the fine line between the need for action or inaction. .To continue to respond creatively, leaders need to continue to experiment. Instead of getting comfortable when things are working, he suggests looking ahead for new tools and methods. 

So what if quick action fails? Faderis said history proves great leaders wear failures as a badge of honour. They knew that the response to that failure was what is important. Overcoming failures with learning make us stronger. Leaders have to take steps to bring leadership back.

He suggests rural leaders need to take three steps: maintain collaborative conversation with the community, involve unlikely partners, and commit to overcoming inaction with experimentation, sharing, risk taking and learning from failures.

“Life is a risk,” said Frideres.