success – Page 2 – Doug Dickerson on Leadership

6 Leadership Lessons from the West Point Cadet Prayer

Posted November 10, 2012
by dougdickerson

Prayer does not change God, but it changes him who prays – Søren Kierkegaard

The stated mission of the United States Military Academy is to “educate, train and inspire the Corps of Cadets so that each graduate is a commissioned leader of character committed to the values of Duty, Honor, Country and prepared for a career of professional excellence and service to the Nation as an officer in the United States Army.” I like it. It’s clear, concise, and straight to the point.

I recently read the West Point Cadet Prayer for the first time. It contains plenty of leadership nuggets worth remembering and applying. Let’s face it; leadership is hard. It’s demanding. It can be lonely.

Contained within the prayer are leadership markers that if taken to heart and embraced can be a difference maker in formulating your leadership style and disposition. Here are six leadership takeaways for your consideration with the corresponding words from the prayer (italics mine).

Lead with integrity. Strengthen and increase our admiration for honest dealing and clean thinking, and suffer not our hatred of hypocrisy and pretense to diminish. Encourage us in our endeavor to live above the common level of life.

Integrity is the foundation from which leadership flows. When leaders commit to living by example rather than by decree it raises the bar for others to follow. When you commit to live above the common level of life as a leader you will be an uncommon leader worth following.

Aim for excellence. Make us to choose the harder right instead of the easier wrong and never to be content with a half truth when the whole truth can be won.

This portion of the prayer is poignant. Leaders make the hard choices. Leading with excellence is about choosing the harder right instead of the easier wrong. It is the high calling and price of excellent leadership. There are no shortcuts.

Don’t be afraid. Endow us with courage that is born of loyalty to all that is noble and worthy that scorns to compromise with vice and injustice and knows no fear when truth and right are in jeopardy.

If integrity is the foundation of leadership then courage is the fuel that drives it. Anais Nin said, “Life shrinks or expands in proportion to one’s courage.” So does your leadership. Pray for courage.

Pray for wisdom. Guard us against flippancy and irreverence in the sacred things of life. Never take lightly the responsibility of leadership. Surround yourself with trusted advisors and never be too proud to seek advice.

Be compassionate. Grant us newties of friendship and new opportunities of service. Kindle our hearts in fellowship with those of a cheerful countenance, and soften our hearts with sympathy for those who sorrow and suffer.

Charles Dickens said, “Have a heart that never hardens, a temper that never tires, and a touch that never hurts,” That’s great advice for leaders. The spirit of a leader is just as important as the vision of the leader. No one wants to follow a jerk.

Serve with honor. Help us to maintain the honor of the Corps untarnished and unsullied and to show forth in our lives the ideals of West Point in doing our duty to Thee and to our Country.

Leaders serve with honor and are devoted to causes greater than self. Henry Ward Beecher said, “There never was a person who did anything worth doing who did not receive more than he gave,” And that is the secret of great leadership. Leaders who get ahead do so out of generosity. Lead with honor and you will be rewarded.

Leaders – it’s time to say your prayers.

Doug’s new book, Great Leaders Wanted, is now available. Visit www.dougsmanagementmoment.blogspot.com to order your copy today.

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Lead to Please?

Posted September 29, 2012
by dougdickerson

I don’t know the key to success, but the key to failure is trying to please everybody – Bill Cosby

Ask any Green Bay Packers fan and they will tell you without any hesitation that the infamous call at the end of the game against Seattle was blown and it cost them the game. Before the lockout with the regular NFL officiating crew was ended, the replacement referees were in an unenviable situation of trying to please the players, coaches, and fans. It was a daunting task.

It reminds me of the story of the boy who rode on a donkey as the old man walked. As they went along, they passed some people who remarked, “It’s a shame the old man is walking and the boy is riding.” The man and the boy thought maybe the critics were right, so they changed positions.

Later, they passed some people who remarked, “What a shame, he makes that little boy walk.” They decided they both would walk. Soon they passed some more people who thought they were stupid to walk when they had a decent donkey to ride. So they both rode the donkey.

Now they passed some people that shamed them by saying, “How awful to put such a load on a poor donkey.” The boy and man said they were probably right so they decided to carry the donkey. As they crossed a bridge, they lost their grip on the animal and he fell into the river and drowned. The moral of the story: If you try to please everyone, you will eventually lose your a_ _.

Jules Ormont said, “A great leader never sets himself above his followers except in carrying out responsibilities.” And while he makes an excellent point it is worth bearing out that a leader’s greatest challenge is in trying to please everyone. Not only is it not possible, but it will stress you out in the process. So what is a leader to do? Here are three things to remember when it would appear you are about to lose you a _ _.

Be a leader of principle not of politics. One of the hardest things for new leaders to learn is how to stand on principle and not be swayed by the expediency of office politics. It is much harder to stand alone when making decisions that run counter to popular opinion. After all, who doesn’t want to be liked?

In their book, Winning: The Answers, Jack and Suzy Welch state, “Your number one priority is to win in the marketplace so that you can continue to grow and provide opportunities for your people. Of course, you want your employees to be happy. But their happiness needs to come from the company’s success, not from their every need being met.” That is excellent advice every leader must learn. Lead from your convictions and principles; not politics.

Be a leader of purpose not of power. This is where most in leadership slip up. Some make the mistake that it is the quest for power that matters most. But when the quest for power is your chief motivation then your purpose (mission and vision) tends to take a back seat.

“There seems to be two main paths for people to get ahead in organizations,” writes John Maxwell. “One way is to try to get ahead by doing the work. The other is to try to get ahead by working an angle. It’s the difference between production and politics.” He’s right. When your purpose is clear and everyone is committed to the vision, you will not have to worry about power. Be a leader of purpose, on purpose, and you will go far.

Be a leader for your people not your position. Whenevera leader thinks it is about his position and not about people he will not be a leader for long. In the process these naïve leaders fail to remember this simple rule of leadership: your position does not give you the advantage; leadership does. Positions come and go, but the leader who endures is the one who is committed to serving his people.

Leadership is tough enough without trying to please everyone. When you make it your practice to lead by your principles, lead on purpose, and lead your people then you will the leader who has earned the respect of the people.

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Shaping the Future of Leadership

Posted September 22, 2012
by dougdickerson

Time changes everything except something within us which is always surprised by change – Thomas Hardy

In a recent USA Today feature (http://usat.ly/ROMSvv) leaders from various walks of life shared their insights as to what they believe world will look like in 30 years. It was a fascinating read. Here are a few highlights.

Bill Ford, executive chairman of the Ford Motor sees exciting developments in the future of ground transportation over the next three decades: a world in which cars will run on electricity, hydrogen or other energy alternatives and will be interconnected with smart phones in ways that make getting from one place to another more efficient and safer than ever. They have even begun tinkering with systems that monitor pollen counts for asthma suffers and heartbeats for heart patients.

British entrepreneur Richard Branson predicts space flight will be nearly as common for travelers as taking a plane trip. “In the past 30 years, only 500 people have been to space. I suspect in the next 30 years there may be like 5 million people who will have had the opportunity to become astronauts,” he said.

Sebastian Thrun, a Google vice president and Stanford research professor best known for his role in building Google’s driverless cars has some amazing predictions about the future of education. He believes that learning will be free and available to everyone who wants it while operating like a whimsical playground: No one is late for class, failure is not an option, and a lesson looks something like Angry Birds, the physics-based puzzle game.

While it is hard to imagine what life will be like in 30 years these predictions made for compelling reading and speculation. It also caused me to give consideration as to the future of leadership and what it too will look like. We can get a glimpse of what leadership will look like in 30 years by looking to the top companies for leadership development today.

Earlier this year, the Hay Group, the global management consulting firm, released its seventh annual Best Companies for Leadership Study and Top 20 list (http://bit.ly/gTOaLU). The study ranks the best companies for leadership around the world and examples of how those companies nurture talent and foster innovation. This year, General Electric topped the list, followed by Proctor & Gamble, IBM, Microsoft and Coca-Cola.

Key findings from the Hay Group include: 100% of the Best Companies let all employees behave like leaders. Only 54% of peers do likewise; leadership boosts the bottom line. Best companies outperform the S&P 500 almost 2x over 10 years; 90% of Best Companies let employees bypass the chain of command with an excellent idea; in Best Companies, 95% of senior leaders take time to actively develop others. Only 45% of leaders at peer companies do this.

Shaping the future of leadership is not as complicated as space travel nor does it require futuristic technology. Leadership in 2042 is being determined by our actions and beliefs today. Here are three reminders worth review as you consider the future of leadership.

Build a strong foundation. Your core values and principles are what define you, sustain you, and cause you to endure. The foundations of leadership are built on time-tested principles that include trust, loyalty, relationships, and servanthood to name a few. Re-package and market it any way you choose, but these will always be the underlying principles of whatever “new” leadership trend that emerges.

Invest in others. The succession of leadership and what it will look like in 2042 is being determined by the relationships and investments you make in others today. When you build the leadership potential in others (family, colleagues, students, etc.) you are securing the leadership of the next generation. As the Hay Group points out, those who are committed to building strong leadership in others are the leaders in their industry now and in the future.

Commitment to a personal growth plan. The shape and future of leadership depends on your personal growth plan. Charlie “Tremendous” Jones summed it up best when he said, “You’re the same today as you’ll be in five years except for two things: the people you meet and the books you read.” Personal growth does not happen by accident. It happens when you have a plan and execute it.

Shaping the future of leadership begins one leader at a time and it begins with you. Are you ready?

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Dodging Bricks

Posted September 15, 2012
by dougdickerson

A successful man is the one who can lay a firm foundation with the bricks others have thrown at him? – David Brinkley

The nation watched in horror when the video tape emerged showing the bullying of 68-year old school bus monitor Karen Klein. According to ABC News more than 32,000 people went online and donated more than $700,000 to her after they saw the inexcusable way in which she was bullied by middle school students in a suburban Rochester, N.Y. suburb.

In the months since that incident Klein has moved forward with the next chapter of her life in a most surprising way. Actually, what she has done is quite admirable. Klein took $100,000 of the money and has started The Karen Klein Anti-Bullying Foundation. (http://bit.ly/PrLYmv)

If I have learned one thing about leadership over the years it is this: adversity brings out the best in leaders. It was Henry Ford who said, “Don’t find fault, find a remedy,” and that is what Klein is doing – finding a remedy. Klein’s actions compel me to look within my own heart and consider the way I would react if I were in her shoes. Could I have been so gracious as to do the same? How about you? What will you do with the bricks others have thrown at you? Here are a few tips to help you along the way.

Let it go. Leaders often find themselves in unique and unenviable situations. Leaders are easy targets not because they are like the brick throwers but because they are bigger. And when people throw bricks it can be a challenge. Leaders set themselves apart not when they pick up the brick with revenge in mind but a purpose. Klein’s purpose was clear. What was meant to harm is now being used to heal. The choice and the possibilities are powerful. When you learn to let it go you can go to a higher level of leadership.

Be an example. When generous people from across the country reached out through their donations she easily could have taken the money and fled. Klein’s actions are characteristic of leaders who have, through the school of hard-knocks, learned that the best revenge is to take the bricks others have thrown and do something useful. Anger and resentment toward those who wronged her would have accomplished nothing. Now, through the work of her foundation, Klein can educate others and make a difference. Klein, like all smart leaders, are empowered by adversity and use it to demonstrate what makes them so special. With your bricks you can build or bash, what will you do with yours?

Live your values. By choice and for little pay, Karen Klein worked as a school bus monitor because she cared. The way in which she responded to the bullying is testament to her character. Adversity did not shape her values it merely revealed them. The fact that she would take $100,000 and start an anti-bullying foundation should come as no surprise.

Here is a leadership truth worth remembering: values do not change with your circumstances but give you clarity when they do. In good times and in adversity your values shape you as a leader and as an organization.

Let’s be clear—bricks hurt. We don’t like being attacked. But when you learn to let it go, lead by example, and live your values there is a satisfaction and peace that gives you the courage to lead.

*This column originally appeared in the International Business Times
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The Language of Leadership

Posted August 19, 2012
by dougdickerson

A warm smile is the universal language of kindness. – William Arthur Ward

An entry in Reader’s Digest relates the story of an individual calling for information about one of his credit cards. He stated, “I got the following prompt: ’Please enter your account number as it appears on your statement.’ Then the system said, ‘Please enter your five-digit zip code.’ After that, he got the third message, ‘If you would like your information in English, press one.’”

That story is a reminder of the barriers of communication and how language plays such a relevant role in our everyday lives. As a leader, the words we speak and the manner in which we convey them is a matter of importance. The way in which you and your team communicate with each other and your clients is a reflection of your leadership vocabulary.

This truth was recently brought home to me in two unique ways. The first experience was in a fast food restaurant chain where my family and I had dinner. The behind-the-counter staff was exceptionally friendly and greeted us with a warm smile. Throughout our stay the hospitable employees communicated a friendly and professional attitude that ensured that our decision to eat there was a good one.

The other experience occurred at an automotive service center. I was there with my father-in-law and when he went to pay for the services rendered he asked the representative if that was their best price for an eight-year customer. The young man replied, “Well, you paid me every time you came in didn’t you?” Even if the price was not going to change it was clearly not the answer either of us expected and it was not delivered in a tone that demonstrated appreciation toward a loyal customer.

Many comparisons have been made highlighting the differences between management and leadership. And while there are valid defenses and needs for both, I have come to realize this one truth: Good management needs good leadership just as much as good leadership needs good management. And the language of leadership is crucial to both.

As a leader you need to find your voice, but it is imperative to speak the language of leadership. When you and your team members speak the language of leadership it will change the culture of your organization. Not sure where to begin? Here is a primer to help you build your leadership vocabulary.

The language of leadership is positive. How well you communicate and what you communicate is a reflection of your core values. While organizational structures and operations vary from place to place, the ability of a leader to communicate in any environment is imperative. From the two examples I cited it’s obvious which one spoke the language of leadership.

Surround yourself with any successful leader or organization and you will find this common characteristic among each one; a positive outlook, a positive attitude, with positive outcomes. Negativity is easy enough to come by but when you make positive language a focal point of your leadership practice you can change hearts and minds one positive thought at a time.

The language of leadership is polite. William Feather said, “Politeness is an inexpensive way of making friends.” When you make it your practice as a leader to be polite you are expressing another degree of leadership competence that will always be in style.

When politeness is the centerpiece of your language as a leader, it will not make all of your problems go away nor will it eliminate the difficult decisions you have to make in order to run your organization. But when you speak with politeness towards others it then becomes the benchmark by which all language is measured.

The language of leadership is passionate. Most successful leaders I know are passionate. But not only that, they speak with passion. That is something you cannot fake or manufacture. The language of leadership is filled with passion and a desire to make that passion known.

Nelson Mandela said, “There is no passion in playing small-in settling for a life that is less than the one you are capable of living.” What a powerful truth. When you tap into your passions and begin to communicate them you are speaking the language of leadership.

The language of leadership – are you speaking it? What would you add to the list?

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Leading with Purpose

Posted July 10, 2012
by dougdickerson

Charles Francis Adams, 19th century political figure and diplomat, kept a diary. One day he entered: “Went fishing with my son today–a day wasted.” His son, Brook Adams, also kept a diary, which is still in existence. On that same day, Brook Adams made this entry: “Went fishing with my father–the most wonderful day of my life!” The father thought he was wasting his time while fishing with his son, but his son saw it as an investment of time. The only way to tell the difference between wasting and investing is to know one’s ultimate purpose in life and to judge accordingly.

As leaders, the demands on our time can be overwhelming at times. Do you see your time with others as an investment or as an intrusion? Do you give of your time freely or see it as a nuisance? Never underestimate what your time means to those you lead. How you choose to give it will determine the quality; your attitude in doing so will determine the benefit.

Franklin Field said, “The great dividing line between success and failure can be expressed in five words: I do not have time.” What a sad commentary. Leading with purpose involves time. Make it count and lead with purpose.

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Momentum by Mistakes

Posted June 28, 2012
by dougdickerson

Even a mistake may turn out to be the one thing necessary to a worthwhile achievement. – Henry Ford

I came across some interesting statistics recently that underscored what could happen if 99% were good enough:

12 newborns will be given the wrong parents daily
2.5 million books will be shipped with wrong covers
315 entries in Webster’s Dictionary will be misspelled.
291 pacemaker operations will be performed incorrectly
20,000 incorrect drug prescriptions will be written this year

This is just a sampling of the types of errors that would occur on a regular basis if 99% is good enough. But let’s be realistic, mistakes will be made in your business or organization and some of them will be made by you.

The question as a leader then is how to minimize them and most importantly what we can learn from them and how to keep from repeating them.

A story is told some years back of when Jim Burke as head of a new products division at Johnson & Johnson dealt with a particular mistake. One of Burke’s first projects was the development of a children’s chest rub. The product failed miserably, and Burke expected that he would be fired.

When he was called in to see the chairman of the board, however, he met a surprising reception. “Are you the one who just cost us all that money?” asked Robert Wood Johnson. “Well, I just want to congratulate you. If you are making mistakes, that means you are taking risks, and we won’t grow unless you take risks.” Some years later, when Burke himself became chairman of J& J, he continued that word.

While no one relishes in mistakes and each one is committed to excellence, a good leadership skill and practice is to allow a margin of grace for mistakes and the possibilities that it creates for future success. Consider this: you might be one giant mistake away from your greatest breakthrough you’ve been working toward. Don’t give up!

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Making Your Workplace Great(er)

Posted June 24, 2012
by dougdickerson

Always treat your employees exactly as you want them to treat your best customers – Stephen Covey

In Reader’ Digest a story is told of a factory worker who refused to sign up for group insurance. The problem was no policy could be issued until all employees signed up. Yet he held out stubbornly. The foreman begged him to sign; the shop foreman pleaded with him; the plant superintendent and general manager begged him to sign. Still he said no.

Finally, the owner of the factory took him aside and said, “Listen, if you don’t sign up, I’ll fire you.” The worker grabbed the paper and signed immediately. “Now,” asked the owner, “why didn’t you sign this thing before?” The man replied, “Because no one explained it as clearly as you did.”

That humorous story reminds us not only of the importance of good communication, but of the importance of a positive workplace environment. Recently in Washington, D.C., the 2012 Gallup Great Workplace Awards were presented. The annual awards recognize the top distinguished organizations based on the most rigorous workplace research ever conducted.

The award honors organizations whose employee engagements demonstrate they have the most productive and engaged workforces in the world. According to the story, the Gallup Great Workplace Winners span the globe and represent all facets of business from healthcare to hospitality, retail and manufacturing, banks and insurance.

From the list of the top 27 companies, here is the Top 10: ABC Supply Co., Inc., Adventist Health System, Alegent Health, Atlanta Hotels International, Bon Secours Health System, Central Retails Corporation ltd., Charles Schwab, Compassion International, Fairmont Raffles Hotels International, and Hawaii Pacific Health. It’s quite an impressive list.

Gallup’s Chief Scientist of workplace management and wellbeing James K. Harter said, “Worldwide, there are more than two actively disengaged employees for every engaged employee. The organizations we are honoring are ones that have worked hard to shatter and reverse what is typical and they average nine engaged employees for every actively disengaged employee.” What an eye-opening fact to be sure.

A Mercer survey last year of 30,000 workers worldwide found that between 28% and 56% of employees worldwide wanted to leave their jobs. In the U.S., 32% said they wanted to find new work. Conventional wisdom might suggest that given global economic concerns most employees would rather stick it out with a job rather than do without one. So how can employers bridge the gap between apparent or perceived dissatisfaction and foster a climate that makes their workplace a great place to succeed? Here are three ideas.

Engagement on all levels. As the Gallup awards indicated, the great workplaces are predominately filled with engaged employees. But what does that engagement look like? I believe it is characterized by strong morale, a collaborative work atmosphere, stellar communication, and respect for each individual’s talents and gifts.

Harter further noted, “Engaged employees are more productive, safer, more customer-centric, and more profitable. They are also 3-5 times more likely to be thriving in their overall lives, experience better days, and have fewer unhealthy days. In short, these winners are improving lives as they improve the overall performance of their companies.” That’s terrific.

Commitment to success. Organizations that thrive in today’s marketplace are characterized by those who have made it their mission to succeed. This takes shape when each individual in the organizational structure makes it their goal to deliver the highest quality possible. When this commitment is made on all levels then the sense of purpose and teamwork takes on a greater meaning.

Legendary football coach Lou Holtz said, “Once you learn how to work with people, you can accomplish anything. To do this, you must subvert your ego in the service of a higher cause. You must never forget that there is no “I” in the word team.” He’s right. Successful organizations are the product of success-minded people. Do you have the commitment of everyone on your team?

The extra -mile mentality. Engagement on all levels and a commitment to success are excellent starting places. But if there is not an “extra-mile” work ethic that captures the imagination of your team then you will be denied “great workplace” status. Going the extra mile may sound like a cliché but being average is not that appealing either.

What if everyone in your organization adapted an “extra-mile” philosophy? How would it change the culture and the success of your business? Wouldn’t you like to find out? As you embrace this mentality you position yourself for greatness.

Workplace greatness begins with you. Are you game?

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Encouragement on the Road to Success

Posted June 20, 2012
by dougdickerson

It is said that Thomas Edison performed 50,000 experiments before he succeeded in producing a storage battery. We might assume the famous inventor would have had some serious doubts along the way. But when asked if he ever became discouraged working so long without results, Edison replied, “Results? Why, I know 50,000 things that won’t work.”

I like Edison’s attitude. His determination in the face of obstacles and countless setbacks serves to remind us that we are one attempt away from success before we give up. Whatever the challenge you face today on your road to success, do not let your setbacks hold you back. Stay focused. Be determined. Don’t give up!

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Filling the Leadership Void

Posted June 16, 2012
by dougdickerson

So much of what we call management consists in making it difficult for people to work. – Peter Drucker

A story is told of a man flying in a hot air balloon who realizes he is lost. He reduces height and spots a man down below. He lowers the balloon and shouts, “Excuse me, can you tell me where I am?”

The man below says, “Yes, you are in a hot air balloon hovering about thirty feet from this field.” “You must work in information technology,” says the balloonist. “I do,” replies the man, “How did you know?”

“Well,” says the balloonist, “everything you have told me is technically correct, but it is of no use to anyone.”

The man below says, “You must work in management.” “I do,” replies the balloonist, “but how did you know?”

“Well, says the man, “you don’t know where you are or where you are going, but you expect me to be able to help you. You are in the same position you were before we met, but now it’s my fault.”

That humorous story illustrates not just the difference between IT and management, but the stereotypes people have about management. Stephen Covey said, “Effective leadership is putting first things first. Effective management is discipline, carrying it out.” And while Covey’s definition is an applicable one, a recent study reveals that we’ve lost much ground as of late.

In a story by John Eccleston in Personnel Today, he cites research from The Chartered Institute of Personnel and Development revealing there is a “reality gap” between how good managers think they are in their roles and how effective they actually are.

The research reveals that three-quarters of employees report a lack of leadership and management skills, and believe that too many managers have an inflated opinion of their management abilities. The research highlighted contrasts between how managers said they manage their people and the views of their employees.

Six in 10 said they meet each person they manage at least twice a month to talk about their workload, meeting objectives and other work-related issues. However, just 24 percent of employees say they meet their managers with such frequency. In addition, more than 90 percent of managers said that they sometimes or always coach the people that they manage, but only 40 percent of employees agreed.

The glaring disparity between what managers believe they are doing verses what employee’s say they are is revealing. When asked about the disproportion, Ben Willmott, head of public policy at CIPD said, “Too many employees are promoted into people management roles because they have good technical skills, then receive inadequate training and have little idea how their behavior impacts others.” And he is right. So what steps can be taken to bridge the gap between the necessity of good management and strong leadership? Here are a few tips.

Focus on relationships. Whether you are in management in your office or in another form of leadership within your organization- relationships are critical. Relationships are the gateway to successful coaching, mentoring, and staff development.

The mechanics of office management are what they are and can be mundane, but good relationships are the key to team development. Get out from behind the desk and get to know your people.

Grow leaders. At the end of the day, it’s leadership that matters. Want to be a good manager? Grow as a leader. Want to be the best salesperson? Grow as a leader. The secret to your success and that of your organization is found in leadership development.

John Maxwell says, “Everything rises and falls on leadership” He’s right. The day you discover the secret of leadership is the day every other dimension of your organization begins to improve. How are you developing the leadership skills of your people?

Be intentional. Think of all of the required components of the operation of your organization. Careful thought and planning goes into goal setting, staffing and payroll, taxes, budgets, etc., but how much time and emphasis is placed on leadership development? John D. Rockefeller said, “Good leadership consists of showing average people how to do the work of superior people.”

An average manager becomes superior when shown a better way; the same for average employees. In what ways are you being intentional in the development of your team?

By no means is this an exhaustive list of steps that can be taken, but it’s a start. We do know this, there is a gap between management skills and strong leadership and the gap between the two is taking a toll. It’s time to fill the leadership void.

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