300. Leadership Training

When I was in high school I took a test called the ACT. I never knew what those letters stood for, but it seemed to be really important. Doing well on the ACT was said to guarantee everything from getting into a good college to surviving a zombie apocalypse.

Besides testing our knowledge, the ACT also tested our character. Back then I wanted to go into electronic engineering but it reproached me, telling me that my language skills were too high; engineers, I was told, lack the ability to communicate well and I should seek a different career. But not a career that required any leadership abilities – the ACT informed me that I had none.

So one can just imagine how ill-suited I must have been when, decades later, I was chosen to serve as chairman of the state’s governmental ethics oversight body, the Nebraska Accountability and Disclosure Commission (NADC). The commission is composed of some of the smartest people I’ve ever been privileged to know, including a number of prominent attorneys. The issues we consider demand a great deal of deliberation. As chairman for the past two years I’ve had to make sure all issues are discussed carefully without letting the meetings drag on all day. I try very hard to “read” the other eight commissioners so that I know if something is bothering them so all concerns can be addressed. And when people come in asking to be excused for a lapse in judgment or reporting, I make sure that all their points receive due consideration.

I chaired my last meeting recently (I’ve been term limited off as chairman). After the meeting the commission held a recognition ceremony for me, and it was a great honor to receive a standing ovation for my leadership from people I respect so much. I was complimented for my consideration and patience and also for my strong sense of right and wrong.

But later, while in the commission office signing a settlement agreement, I visited with one of the staff. She also complimented my leadership, explaining that even though she isn’t present at our meetings, she transcribes the audio recordings afterwards. She said what she liked about me was that I “keep things light.”

I had never thought about it, but yes, I’ve always tried to interject humor when appropriate. Not, of course, at the expense of any person or issue, but in between agenda items and during breaks. The commission handles very serious issues (that can and sometimes do end careers) so it’s important not to get too caught up in things and lose one’s overall perspective.

So while I left high school with no leadership abilities, I somehow developed at least a few over the intervening years. And upon reflection I realize that it was parenting that taught them to me. Nothing had prepared me to take on the role of primary caregiver when our kids came along, but with my wife Lori teaching full time that role fell to me. Every issue that came up seemed like a crisis, especially in those early years. But by not letting myself (or the kids) get too upset about things and by building consensus whenever possible, we all made it through.

I won’t say that I was a great commission leader, but we did accomplish our goals. And while one would probably never imagine that deciding complex ethical issues has much in common with raising kids, the on-the-job leadership training I received as a parent served me well during my turn at the NADC’s complex and demanding helm.

Comments

  1. Jay Said,

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    tnx for info!!

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