Retired four-star Army Gen. Colin Powell , known as one of the world’s most effective, results-driven leaders, offers a number of leadership philosophies in The Powell Principles that apply to sports officiating leaders. The book details two dozen mission- and people-based leadership skills that have guided Powell through his nearly half-century of service to the U.S.
Powell, who was a featured speaker in a video welcome for a past NASO Sports Officiating Summit, relays guidelines that leaders can follow for unmitigated success. A few examples from the book include:
Walk the talk.
Leaders who talk a good game but do not lead by example will not be respected.
They must live by the traits they espouse. Ideas to consider include practicing empathy and selflessness by understanding the hardships and sacrifices of those under you. The best leaders arouse curiosity. They are interesting and are able to inspire others to act. Leaders also should use influence, not authority. People will always be more likely to follow a leader whose mantra is “do as I do” rather than “do as I say.” Influence accomplishes as much as, if not more than, authority.
Listen.
Powell is an intent listener.
The book says that he is more inclined to listen than to be listened to. Good listening begets good listening. Ideas get exchanged faster and more reliably, according to the book. Ways for leaders to show that they’re listening include using every means to encourage communication. Sidestep bureaucracy and rank to smoke out the opinions of those closest to the front lines. Invite “outsiders” into the discussion to get the benefit of their insights. Maintain one pure line of communication by finding people you trust and giving them a way to provide you with feedback. That guarantees the information you need won’t get “managed” by some well-meaning staffer.
Check your ego at the door.
Don’t let your ego interfere with your work as an association leader.
Leaders who cling to their established positions and standard operating procedures will place their associations in jeopardy. Welcome change. It is always less painful to change yourself than to have change forced upon you.
Simplify.
Effective leaders take the abstract and complex and render it into something that is graspable and straightforward.
Define the game clearly and expect everyone to play by it. Articulate a broad agenda to members and then provide them with the tools and training necessary to take action. Insist that everyone take the responsibility to carve out the best ways to execute that agenda. Never stop articulating the message of the organization up and down the hierarchy. When you are clear, consistent and committed, you lend enormous strength to your organization.
Prepare to be lonely.
“Command is lonely,” declares Powell.
At the end of the day, after a leader has listened, collaborated, delegated, and empowered, it’s time for him or her to make the decisive and critical decisions. It’s time to set the right course of action, inspire hope and confidence, bless the right initiatives, anoint the right people, define the right standards and define the right metrics. It’s time to show leadership. Leaders accept responsibility, lead by example and know when to pass what they have learned on to the next generation.
“A good leader surrounds himself (or herself) with people who complement his (or her) skills,” Powell says. “Only an honest and fair assessment of your abilities will allow this to happen.”
Oren Harrari, Ph.D., a teacher in the MBA and executive MBA programs at the University of San Francisco, authored the 117-page, hard-cover book, published by McGraw-Hill (2005). He is a world-renowned consultant in transformational leadership and competitive advantage.
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