So when filling out our family’s tournament brackets I always pick the teams with the best defenses. Because, as every serious basketball fan knows, a team’s success in a single game elimination tournament most often hinges on playing great defense.
Which leads to a couple of questions – is defense the reason why teams play in tournaments? Or is defense simply the means, or how a team wins a tournament? The answers are obvious, teams play in tournaments not to play great defense but to win. Winning is why they play, defense is the how.
Unfortunately, unlike basketball, when people think about leadership they too often mix up the how of leadership with the why. It maybe because one of the best “how’s” is servant leadership. Servant leadership is so right, so good, so appealing, that we tend to think of it as the result or the why of leadership, not the how.
But servant leadership is the how, it’s the posture of leadership, it’s the way leadership can and should be done. But it’s not the why; it’s not the result of leadership. Servant leadership is basketball’s equivalent to playing great defense.
So servant leadership isn’t the purpose of leadership; it’s not the answer to the question –why do we lead?
The answer to that question is that we lead so we can multiply, to reproduce. Our why is to grow those we lead so we can grow the impact and effectiveness of teams and organizations we’re entrusted with. We win when our leadership results in multiplication (click here to see more on leaders as multipliers).
So our leadership strategy is servant leadership but our goal is always multiplication. We must never confuse the two.Advertisements
When I was in high school I remember coming home after our high school football team lost a critical conference game. I played defensive end and had a rough night holding contain, and slowing down our opponents receivers. When I walked into our house both my mom and dad knew I was upset, disappointed and defeated. In an effort to help me move forward they asked me this question –
“Did you do give your best tonight?”
And of course I answered “yes I did” because I wanted to win as badly as any player on the field.
Then my parents said that’s stuck with me ever since,
“Then if you did your best there’s nothing more you could have done to change the outcome of the game. The only thing you can do now is learn from this and improve for the next game.”
My parents wanted me to know that I couldn’t control what others do, the conditions I perform in, and most other factors that impact my performance, but I can control myself. I can always do my best.
But, as I also learned on that Friday night so many years ago, sometimes doing your best isn’t enough. Effort, though important doesn’t equal winning, doing your best doesn’t guarantee success. It just guarantee’s, no matter the results, I don’t have to hang my head.
I also realized that evening that, by definition, we can never do better than our best. There’s no space above doing all we could in a given situation. What we can do, as my parents told me, is to learn so that our top-level can be redefined, our best ceiling can rise. In most cases, unfortunately, the conditions required to create this kind of transformative learning happens after we lose or perform badly.
So, we can and should always do our best in any given situation. But when our best isn’t enough, we need to take the opportunity to learn so that the next time we perform, our best will meet the challenge.