Leadership Barometer 19 Generates Passion

October 8, 2019

A really good measure of the skill of leaders is how much passion they are able to generate in the organization.

Generates Passion

A hallmark of great leaders is that they are not only passionate people themselves, but they have an uncanny way of infusing the entire population with that passion.

That ability is a real gift. I believe most leadership skills can be learned, but the ability to spread one’s passion to others is usually an inherited trait.

If there is no seed, you cannot get it from reading textbooks or from going to courses. The good news is that most people do have the seed of potential in their DNA. They just need to hone the skill so it is optimized.

Get a great mentor

So, how does a leader develop this skill? One way is through a great mentor or a role model. If you do not have any charismatic leaders in your organization that can teach this skill, I recommend you go online and look up some of the great people from history or present who are particularly good at this skill.

I think of people like Zig Zigler, Earl Nightingale, Warren Bennis, Napoleon Hill, Lou Holtz, or Vince Lombardi.

There are literally hundreds of great role models, and they all have content on the WEB or in programs that can be purchased. A great source of inspirational tape programs on this topic is the Nightingale Conant Corporation.

You can find enough material to keep you learning about spreading passion for years. I know because I have invested in most of the tapes in their library and listen to them often. I have memorized the key points and seek to apply them whenever I can.

Passion is closely aligned with the sense of ownership. If you can get people to recognize the quality of their life is really more in their own hands than they realize, you are on the right track.

Teach people to reject being victims and to take control of their situation. Once that is accomplished, it is easy to generate passion because passion is all about an intense desire to achieve something because it will improve the quality of one’s life or help other people.

Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations. He can be reached at bwhipple@leadergrow.com or 585-392-7763.


Fail More Often

January 29, 2012

In our society, it is considered a bad thing to fail. From our earliest memory, we are all taught to succeed at what we try. It does not matter if it is taking a few steps on wobbly legs or negotiating an international merger of two huge organizations, we are conditioned that success is the goal and failure is anathema. Through this conditioning, we are taught to feel great when we have a success and to feel awful when we fail.

Take away the stigma of the word, and a failure is simply an attempt to do something that did not work out as planned. In the learning process, we obtain more information, momentum, resolve, inspiration, insight, and knowledge when we fail than when we succeed. To succeed is to get something done, but we have not learned very much. For example, without the corrective adjustments by ourselves and our parents, we would never learn to walk or talk. It is the constant reshaping of past tries that cause our forward progress.

I think it is time to embrace failure and to stop feeling bad about it. What we need in life is more at-bats rather than more home runs. Each time we go for something new, we risk failure, but not taking that risk is a bigger problem, because we block our own advancement.

The most often-quoted example of this theory is the story of Thomas Edison, who found that carbonized bamboo filaments worked well for his light bulb. His most famous quotation is, “I have not failed, I’ve just found 10,000 things that won’t work.” He also acknowledged that by being creative while simultaneously inventive, he was able to develop things that seemed like serendipity, but they were really the culmination of a lot of hard work and numerous failures. He once said, “Just because something doesn’t do what you planned it to doesn’t mean it’s useless.”

The key to embracing failure is to let go of the stigma and seek out the learning potential in every activity. They ought to teach a course on failing in grammar school. Kids should be introduced to the theory that to fail, as long as something was learned, is the route to eventual success. Instead, we hammer home the idea that to fail is to not live up to expectations. Children learn to fear rather than embrace failure. That attitude permeates our society, and it has a crippling effect on every organization.

Another aspect of failure is the idea that we never really fail until we quit trying. As long as we are stretching to achieve a goal, we have the potential for success. I love the quotation from Vince Lombardi who said, “We never lost a game, but sometimes we just ran out of quarters.”

I believe there needs to be good judgment when deciding how long to persevere. I do not think Winston Churchill was right when he said “Never, never, never, quit.” At some point, it is time to learn a lesson and leave the battlefield. It is okay to have a discarded scheme or to recognize a blind alley and cut your losses. It is important to recognize when we have run out of quarters, but it is wrong to quit trying prematurely. I think the difference between those two mindsets is the difference between genius and mediocrity.

I am not advocating that we fail on purpose. Doing things right should always be the objective. What I want to champion is that the only thing to avoid is making the same mistake over and over again. Some people focus on being busy just to have something to do. Thomas Edison had a quote for that too. He said, “Being busy does not always mean real work.”

Try having a “Experience Award” at work for daring to risk. Honor people who stretch and try but fail, as long as they learn from the experience. Doing this will seem unorthodox and “over the top” to many stuffy managers who will not tolerate things that are irregular. Too bad these managers are leaving real creativity off the table.