LEADERSHIP: POWER AND PURPOSE

US decline and China's inexorable rise are much talked of.  But, in a recent article, Josef Joffe* concludes his rebuttal thus.  "Gainsayers will still dramatise China's growth rates as a harbinger of a grand power shift.  But as the 21st century unfolds, the US will be younger and more dynamic than its competitors."  Whether right or wrong, it's an important issue.  And, his arguments have resonance for the durability of leaders, as well as nations.  He stresses the requirement for "requisite power and purpose."  If asked, would your colleagues say you still have these?

Supporting US continuity, Joffe highlights its pre-eminent $US14-trillion economy (three times Japan's) and leading per capita income.  Also, its "unmatched research and higher education".  And, its "warrior culture" backed by "the world's most sophisticated military panoply".  So, what might be parallel leadership capabilities?

Let's start with "purpose".  This brings to mind a leader's clarity of vision - answering the double question of "where are we going; and why?  Such precision comes from market knowledge and knowing what drives competitive advantage.  And, translating this into specifics of goals and accountabilities.  And, keeping it strong by monitoring change, driving strategic updates and embedding innovation.

And, in terms of "power", I think first of a leader's commitment to winning - and, to this end, taking charge and having the stamina to drive execution until the job is done.  Also, engaging people, creating structures, ensuring development and building teamwork.  And, all this with self-awareness, so you understand your strengths but also your skill gaps and what you need to do to overcome them.

Finally, bringing together "power" and "purpose", I'm reminded of the term VECTOR.  In mathematics, it's a "quantity having both magnitude and direction".  And, this pairing has always sounded to me like the essence of leadership.  Hence, ten years ago, I adopted it for my Leadership Action Planning tool.  And, it doubles as an acronym for: Vision, Energy, Culture, Task, Organisation and Renewal.

So, let's go back to that earlier question.  Would people say you still have sufficient purpose and power, so they want to stay on the journey with you?  Or, like the prophets of US decline, would they feel you've lost it?  I hope that like Mr Joffe, enough of them will say (at least metaphorically) that you're still "younger and more dynamic" than the competitors.

* Josef Joffe is co-editor of Die Zeit and a fellow of Stanford's Freeman Spogli Institute for International Studies and its Hoover Institution.

Categories for this Potshot:

Create goal alignment, Understand your marketplace, Build competitive advantage, Push execution and follow-up, Take charge and support others, Model stamina and discipline, Focus on being the best, Create accountability, Engage people, Be EQ-effective, Design structures and roles, Develop staff and succession, Build teamwork, Act as ambassador, Monitor and shape change, Drive strategic rethink, Embed innovation, Re-jig priorities, Address skill and process gaps,

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