Great Leaders Pay It Forward

Reinventing Sport Leadership - Part 6 of 16

Photo credit - Unsplash

“Leadership isn’t leadership until you give it away. Find people to invest in” [Zach Hughes]

In becoming a leader, one goes through the ranks from being a junior employee to a manager and even an executive. This is the trend in every organisation, including in sport as well. There are very few people who just reach the highest level of leadership without having had to go through different ranks to earn their stripes. The process of going through the ranks implies that everyone who is a leader of an organisation owes someone something for reaching the highest levels of leadership he/she occupies. This means that someone somewhere paid it forward for these leaders to progress rank by rank until they reached management and executive levels in their organisations.

The visionary leader does not forget where he/she come from, and what she/he experienced and overcame to reach the echelons of leadership. She/he always remembers that someone somewhere an individual or individuals carried and supported her/him in achieving the goal to become a leader of an organisation. In other words, someone “paid it forward” for him/her. Someone somewhere provided equipping and empowering knowledge, skills, and other resources such as time and mentoring that got him/her where he/she is – at the management or executive level of an organisation.

When someone “pays it forward,” it means in the simplest terms that someone is responding to a person’s kindness received from others by being kind to someone else. This is one way it works – someone sees somebody else’s potential for greatness and invest his/her time in mentoring that person over time or once-off. It does not matter as long as someone decides to invest something such as advice, knowledge, skills, a kind word, encouragement, and other resources that change someone else’s life for the better. It could be a stranger who does an act of kindness when one least expects it. It can also be a small and insignificant act that results in changing the recipient’s course of life for the better. Even a person who claims that he/she is self-made had someone somewhere in their lives who paid it forward on them.

Let me relate this to sport where there is usually chaos in the management and leadership thereof, especially here in South Africa. There are leaders who once they are elected and are sitting comfortably in their senior positions, forget where they came from, and who ensured that they rise to the top. It is the leaders who forgot those who journeyed with them and supported them so that they reach the top that I want to remind to “pay it forward.” There are also those who through the privilege of being born in a good family, received a great education and other support who must also “pay it forward.” Someone like me who was born in a privileged family and received all support, encouragement, and opportunities to be the best I have become. One cannot be so privileged that he/she forgets to “pay it forward” at a time when the levels of poverty in the country are on the rise.

I genuinely believe that visionary leaders in sport in this country can do much more in building capacity at all levels of their organisation by investing in those that they lead. They can “pay it forward” and transform their organisations to become highly focused and high performing – simply by investing in people. How, then can visionary leaders “pay it forward?”

· In remembering where they come from, they are able to remain humble because they recognise that if it were not for some people in their lives somewhere who invested in them, they would not be in leadership positions.

· In always remembering the golden rule that “treat people how you (the leader) want to be treated.” After all, you and I are no different – we are flesh and blood like everyone else in the universe. It is said that “respect is earned not given.” Leaders who provide an example of how to lead effectively, who model the way of ethical and authentic leadership, of the work ethic and the standards expected, will lead a successful and sustainable organisation.

· In remaining humble, which in turn leaves one approachable by all in the organisation. Leaders must always remember that the “universe does not care too much about them.” They are human beings who were fortunate or have worked hard to get to where they are. Wise leaders bring others with them and genuinely believe that working together, alongside each other is the only way to greatness for the organisation and each individual member. They do not position themselves above everyone else, like some medieval king, issuing orders and judgments from their high throne.

· In being mentors of junior (sic) members of their organisation. To mentor means to love someone else and ensure that one plays a role in their development to full potential. Indirectly, this process ensures succession planning for the organisation for it is from the junior members that future leaders will come. In using all their knowledge, expertise, talents, and skills to develop and nurture junior members of the organisation. Such an act would include sharing books, articles, and any information that enhances one’s knowledge, expertise, talents, and skills as well.

· In bringing others with them on their journey as leaders. Such leaders are not the “be and end-all.” They share in the leadership of the organisation with all others. This means valuing other members of the organisation for their diversity in demographics, knowledge, experience, talents, and skills. Every next person has a specific role they play in the organisation; a role that must be valued, and respected by the leader/s. Without all other members, the organisation would not function, and the leader would fail in leading it to success and sustainability.

· In getting the best out of their protégé by challenging to do the best and be the best they can be. The leader must create an environment in which junior members feel safe to fail as a process of learning and development. However, failing should not be a habit, and will not be a habit if the leader has created an environment in which there is respect, learning, and members get regular feedback on how they are carrying out their responsibilities.

· In giving junior members of the organisation the power through delegation thereby empowering them to get things done effectively. Visionary leaders will strive to make the members they lead strong and effective by allowing them to make decisions, act to solve problems, and meet challenges.

Let me conclude by quoting Kahlil Gibran who advised that:

“you give but little when you give of your possessions. It is when you give of yourself that you truly give.”