CHAPTER 23

Difficult Leadership Signposts Simplified

CHAPTER OBJECTIVES

After studying this chapter, you should be able to:

1. Relate important sayings on leadership with the theories/models we have considered so far in the book.
2. Get deeper insight into why many thought leaders have said what they said about leadership.
3. Develop confidence in moving inwards towards the Common Soul and leadership.

Leadership Quotes: How Theories/Models Explain Them

Great debates have happened and continue to happen on whether leadership is an inborn trait or whether it can be instilled, groomed and developed. And there are strong arguments in favour of both perspectives. But now we can easily see a shift in the argument towards greater flexibility in grooming leadership. A look at the additional parameter of common self, the fact that Yogyathwa is at the heart of leadership, and the fact that the principle of dharma has been used since time immemorial in the Indian subcontinent, by common citizens, all indicates that there is much that can be used in simplifying the challenge of grooming leaders.

Many aspects of leadership, that earlier seemed incomprehensible, now subject themselves to simple analysis when we acknowledge the additional parameter. And most of all, we have seen that these alternate ways of thinking come along with extensive studies made by the ancient people on the subject. These extensive studies provide the reader/student with a lot of additional tools and applications which, if used judiciously, can help in self-development towards leadership.

 

Following are many statements that represent the great mystery that revolves around the idea of leadership.

• A leader must be a master of the present moment.
• When something is accomplished under a true leader, the leader is barely visible and they all say ‘we did it’.
• Let him lead who is led by his bright heart—(Sirshree Tejparkhi)
• He who does not know how to follow does not know how to lead … (Mahatma Gandhi)
• A true leader makes leaders not followers. (Tom peters)
• Is the desire to be a leader a self-contradiction?
• Servant leader.
• Leadership by example.
• Everyone is a leader.

But one will see eventually that each one of them is easily explained by the theories and models we have considered so far. The fact that these statements subject themselves to such analysis automatically implies that the models/theories can help a student/reader to better comprehend the leadership challenge and thereby have enhanced efficiency and skill in being leaders. Let us take them one by one …

A Leader must be a Master of the Present Moment

In the continuum of past, present and future, where is leadership exerted?

The past is history and is outside the zone of influence; one can do nothing about the past now. It is true that past records can be manipulated, repackaged and presented to ‘followers’ so as to suit a particular suzerain’s agenda. But this again corresponds to the ‘use’ of past records; and it is being used in the ‘present’ moment to currently gain some effect amongst followers. Therefore, anything that is happening is actually happening in the present; exerting ‘leadership’ has nothing to do with the past. Even what an inspirational figure has done in the past must be extracted and applied in the present moment and therefore only in the present moment leadership can be exerted.

Similarly, a leader may speak of the future, set up goals, and speak passionately of what needs to be achieved, but this again is merely a projection into the future. In fact no one knows what the future holds. Therefore, even in a discussion about the future, brought forth by a leader, the real action is happening here in the present and in the now.

This means that a genuine leader is truly the master of this moment. He would have the ability to grab the opportunities that present themselves as we go along. As John Major, the former Prime Minister of Britain put it, ‘I have been taught to grab the ball as it passes by’. In other words, if a person is either dreaming about the future or is ruminating about the past and is stuck in either process then he misses the present moment that he truly cannot be a leader … .

Does that mean that if a person is of a dreamy kind he cannot ever be a leader at all? The answer is in the negative; mind scientists and spiritual gurus have dealt with this topic in length and have shown that this ability to remain rooted in the present moment is a skill that can be developed. It needs to be worked upon. ‘The power of Now’ the book by Eckhart Tolle is a good place to start.

In fact, in practical spirituality, the first and the foremost task is to bring a wandering mind to one pointed determination. This is taken up with the aim that subsequently it will help in unveiling the supreme self. The supreme self is said to be hidden behind a haze that is created by the mind—preoccupied with the miseries of the past and the desires of the future.

Once the mind is thus freed it is seen that the person becomes rather objective in disposition; he is better able to see things as they are. Creative solutions spring out easily from such persons. One is known to develop the freedom to choose a suitable response to an external situation/stimuli (else, lesser mortals feel constrained to react, being carried away by the situation). And one can see that these indeed are the traits of a true leader.

Therefore, we may summarize that the experience of the ‘Common Soul’ is supposed to happen in the ‘present’ moment and this also happens when the wandering mind is stilled and one finds one-pointed determination in the ‘supreme self’. Such a person is also a master of the present moment—there is clarity/objectivity in perception and thinking. And these are the very attributes that define a leader. It becomes clear that one can enhance his leadership potentials by taking up spiritual practices that enhance his ability to stay rooted in the present moment.

 

When Something is Accomplished under A True Leader, the Leader is Barely Visible and They All Say ‘We Did It’

A leader helps the followers rise through the practice of yoga; they become impersonal in the process. Every one participates in the process as if the task is his own; if one remembers, such people transcend the feeling of ‘duty’ and all are involved in doing their ‘own’ work. There is self-identification with the goal and process, and after it is over the satisfaction is equally complete.

Indeed, one may relate to the Mahabharata and say that the leader was but an innocuous charioteer among the lowest ranked people on a battle field. Though the establishment of ‘dharma’ in the world was his fight, there were so many others who were shouldering it. Each of the soldiers, princes and kings who fought on his side considered it their own war for the sake of righteousness.

The lesson learnt is that one must learn the principles that govern Yogyathwa, and take to yoga. People must act from their deepest desires, inspired that it is what they truly want. They must identify completely with the goal and the path leading to the goal; it must be ‘their thing’. This is the only way to trigger great team accomplishments.

 

Let Him Lead Who is Led by his Bright Heart—Sirshree Tejparkhi

Sirshree says that the ‘bright heart’ relates to the experience of ‘beingness’ in a person. It comes to everyone and it is deeply impersonal. Bright heart is therefore a heart with no individuality in it … .

For example, consider a HR manager having to make a decision of choosing between a meritorious person on one hand and a person of lesser merit, but a close friend on the other hand, for elevation in a company. Let us for a moment consider that the decision is not taken mechanically and the manager has paused and is allowing his heart to have a say. At that moment, a tussle ensues between what his mind says and what his conscience wishes, or his heart wishes … in that tussle, the call to be impersonal and fair to all humans, independent of whether or not a person is related to him, comes from a place that is not the head, we can refer to that place as the bright heart. It is not a physical place; rather it is an experience of ‘being’—of ‘existing spiritually’.

It directly relates to the hypothesis in this book that there is a ‘Common Soul’ in each one of us which is the spring of life within us. The ability of a person to heed what this inner spring of life has to say will decide whether he will speak for his individual self or for this ‘common self’.

 

If an individual has subjected himself to the guidance of the inner call then he can indeed be a leader—someone who speaks for all … .

This would mean that the knowledge, practices and applications related to the ‘bright heart’ hypothesis in which the teacher brings out, and offers another set of tools that can be used by leaders to great effect. The student is therefore encouraged to read more ‘about’ the ‘bright heart’ and also better read the ‘bright heart’ and thus enhance his leadership abilities. Needles to say, Sirshree’s discourse on leadership was the inspiration that set this book happening.

He Who Does not Know How to Follow Does not Know How to Lead … (Mahatma Gandhi)

A true leader will be personally interested in the establishment of ‘dharma’, and would also want its upkeep. He would have an attitude that irrespective of the position he holds in an organization, all processes in the system must happen properly.

As we have seen earlier, the work being done by such a person is not ‘duty’. When a person desires that all responsibilities in society must be shouldered successfully in order that all prosper, then he participates in the ‘supreme self’ which designed the system in the first place. When therefore, he is called upon to shoulder the very same responsibility, he is merely executing his own heart’s desire—there is no duty in it.

For example, consider a sweeper who is doing his job not because he is getting a salary but because he too wants his city to be clean. At the back of the mind, he is also aware that the system also compensates a sweeper financially and that in turn helps in the upkeep of his family in all ways; but that is not the point of focus—it is merely part of the wider dharma. He achieves excellence in his work because sweeping in itself is complete; it is his art and craft. Such a person becomes what some call as a ‘willing spoke’.

Having such an attitude, irrespective of what position one holds, indicates that the person is a ‘good follower’.

On the other hand, consider a person who is doing his work because he wants to curry favour with his boss or because he is dedicated to his salary. He participates in a system, obeys orders, executes his role correctly only because he is forced by his boss or by the need for salary … such a person is identified as one who does not know how to follow and is therefore considered unfit to lead also.

 

The eligibility therefore comes to a person when he participates willingly under the impulse of dharma. He must experience (even if he does not understand) how the ‘Common Soul’ is the one that calls the shots. He is convinced that it is not the individuals or egos that drive the system. He too does not have a delusion that when he is boss, he is the one who is making it all happen. This attitude of dissociation from individuality and ego is an indicator that a person is truly a leader and is therefore eligible for consideration for positions of suzerainty.

Suzerainty is granted to people in the system based on a variety of criteria including educational qualification, knowledge in the specialized field, knowledge of organizations, knowledge of people, people related skills, organization related skills, etc. However, if the person has not been a good follower, in that he fails to participate in a dharmic process at lower levels, and is obedient and dutiful only for the sake of his own individual concerns, then such persons are preferably left unhighlighted in the system—let alone elevated to positions of suzerainty.

What is better to celebrate? That a conscientious peon has got an award or that a self-seeking manager has been elevated to a position of highest suzerainty? The former of course; it would do greater good for an organization.

It would therefore be in the best interests of an organization to be able to spot ‘dharmic’ performance of duties at all levels and highlights it. It must, in the interests of its own welfare ensure that such persons pick up the relevant entry tickets to higher echelons in the organization, and as far as possible such as these must find it easy to move up the organization ladder. Whether it is a company, or a nation itself the same principle applies.

One would therefore want to review the filters used in an organization or in a nation to choose suzerains; ensuring that dharmic followers are identified as promising leaders.

A True Leader makes Leaders Not Followers (Tom Peters)

It is a common practice to measure the worth of a suzerain in a democracy on the basis of the number of votes he receives. It could be amazing sometimes; one may be asked to choose between the devil and the deep blue sea and when either one makes it first across the line he becomes a ‘leader’ (?)

Someone did something funny in front of a camera and it went viral on the internet. Does he become a leader?

There are people of this particular religion spread all across the world. One gentleman who belonged to the group found his way up the organization and became the absolute suzerain. Does he become a leader?

Someone XYX whipped up frenzy against a minority group. Everyone was terrified. The people of the majority too were so terrified that they too started whipping the minority. This process was so well orchestrated and with some luck it engulfed a whole nation. And a lot of people from the majority and even some from the minority began to owe allegiance to this ‘divider’. Such a multitude of following he has now, is he a leader? (This goes under the name of ‘fascism’.) Would such a situation, though there are many followers, warrant that suzerain be called a leader?

The answer is no.

Leadership is truly exerted when followers begin to act in a system in consonance with their inner spiritual impulse. The leader’s physical presence or monitoring even is not required. The motivation is from within and it is accompanied not with fear or greed but rather with selflessness and desire for universal wellbeing and excellence. Through, the practice of some ‘yoga’ the followers have elevated themselves into working at excellence—whether it is by imitation or by their own understanding of things.

They have joined the leader’s ranks in such a way that they themselves are able to hear what the ‘spring-of-life’ within them has to say and are guided from within by that ‘Common Soul’. When such is the case we can say that a genuine follower is born—who follows his heart—or in other words a leader is born. And therefore the person under whose influence this has happened is indeed a true leader.

 

Therefore the saying; a true leader makes leaders, not followers … .

Is the Desire to be a Leader a Self-Contradiction?

Does it behoves a leader to want high positions in the organization desiring perks, extended influence, prestige and the power over people … ?

Lessons from the wise indicate that a person who is taken up by his individual ambition is more or less deaf to what his ‘Common Soul’ has to say. With this deafness comes the truth that he is disempowered from understanding and empathizing with other human beings. And though such a person can be ‘used’ strategically to achieve some tasks with the ‘yogic merits’ he has, he can never be an effective leader.

The technical explanation can be had in the following passages from the Bhagavad Gita:

2.62: While contemplating the objects of the senses, a person develops attachment for them, and from such attachment lust develops and from lust anger arises.

2.63: From anger, complete delusion arises, and from delusion bewilderment of memory. When memory is bewildered, intelligence is lost, and when intelligence is lost one falls down … .

2.66: For the uncontrolled person there is no knowledge, nor is there meditation for him; and for the un-meditative person there is no peace, and for one bereft of peace how can there be happiness?

2.67: Whichever of the wandering senses the mind follows, that one carries away his wisdom as the wind a ship on the sea.

 

It is in the nature of the one who is centred on his personal gratification that he is taken up by the desires of his senses (he believes that being desirous of sensual and other pleasures is the true nature of man). Such a person, being intolerant of the present moment loses his objectivity and balance and is not truly capable of understanding his innermost feelings—or in other words the feelings of others. Even if through disciplines and yogas he is able to overcome his weaknesses it is only transitory. Because of his basic beliefs he remains likely to go down the path of delusion. In the long run he loses out … .

 

Invariably, it is that person who is not desirous of anything, including the want for leadership, who is really empowered to be a leader. He is best made a suzerain and he can make a bigger impact.

If the person however harbours an aim of wanting to occupy an important position as a suzerain in an organization, so as to impact welfare in some particular area—selflessly—then it is in order. In fact, it is a necessary duty in the contemporary merit based democratic system. The irony is that one can be attached and individualistic while either accepting or rejecting Suzeranity and he could also be in connection with the Common Soul when he accepts or rejects. So when in a dilemma it is good to consult the wise.

Servant Leader

Bible: Matthew 20:25-26

25: Jesus called them together and said, “You know that the rulers of the Gentiles lord it over them, and their high officials exercise authority over them.

26: Not so with you. Instead, whoever wants to become great among you must be your servant, … .

It is a fine balance between holding a suzerain’s position and being a leader. A suzerain is usually given tremendous responsibilities at coordination. His effective functioning is important for the organization and when an organization is in an executive mode then it is also important that the coordinating voice must be listened to and obeyed. A suzerain is therefore given the requisite importance and the requisite authority and juniors are expected to ‘obey’ within the parameters set up in the system. For this, a suzerain must be kept at a visible and clear position of authority and responsibility. It is the best way for the organization to act as a single organism and successfully manoeuvre through its challenges.

Such an arrangement is essentially dharmic in nature provided the envisaged role fits into the overall scheme of an effective and benevolent system. People functioning as such are tuned to their ‘higher selves’ and have no competition with others. They are not in the desiring game, and are not desirous of even suzerainty. Such people (a) are highly disposed to excellence, (b) inspire, (c) are vital for the organization, (d) are true leaders

At the same time, desirous of the perks such position of suzerainty brings, it is not uncommon for people to aspire to reach such positions. Such people, (a) fall short of excellence, (b) fail to inspire, (c) are disadvantageous for an organization (d) are not true leaders

It creates what can be called a dichotomy—those who aspire are unfit and those who do not aspire are fit—and since they don’t aspire they don’t readily get into positions of authority and the society/organization suffers lesser suzerains.

In such a situation the one that is in tune with his ‘highest self’ is encouraged to take initiative. He is told things like:

One of the penalties for refusing to participate in politics is that you end up being governed by your inferiors.

—Plato

But what if such as these do not even mind being governed by inferiors and don’t want to feel superior … ?

The Indian way of putting it is that ‘it is your dharma to attempt to rise in the hierarchy and serve to the greatest extent possible by you’.

It is this spirit that is likely to give the organization/nation the best results. Note that it is anchored in the spirit of service because in ‘dharma’ one cannot expect anything in return, service is unconditional, love is unconditional—because one loves everyone else as he loves himself—because he salutes the supreme self’ which is the same in everyone.

Any attempt to greatness must therefore necessarily be accompanied by a spirit of service; two contradicting points that bring people down to mother earth.

The Japanese have a saying ‘never expect your servant to do something which you cannot do by yourself’. This too is more or less said in the same spirit. No wonder then that Mahatma Gandhi gave leadership aspirants the task of washing toilets. The question was ‘How can you lead when you feel that the person’s job is inferior … ?’

 

The common phrase used to express this sentiment is ‘dignity of labour’. But it definitely has deep spiritual connotations. True leadership calls for inherent equality at the spiritual level and only the contradiction of servant-leader is capable of striking the right balance. In fact, there is probably no other leadership than servant leadership. (Do please tell that to a husband who thinks he can lord it over his wife … )

And despite all this, suzerains must do what suzerains must and they must be accorded the due place in a hierarchy of any organization amongst man if that organization must be effective.

Leadership by Example

It is impossible to raise followers to excellence through yoga without oneself practicing it. You cannot fool all the people all the time—being non yogic and preaching followers to be yogic. Yogyathwa speaks for itself, it is in the attitude, it is seen in the leader’s bearing, and the very look of it spurs excellence in a team.

The position one occupies in an organization has a weight of its own; a suzerain can say that my position tells your position to dig this well. And if a junior has owed allegiance to the organizations and if his designation entails it, then he needs to obey. However, this has got nothing to do with leadership. Leadership lies in the ‘manner’ in which the senior asks the junior to do it and it lies in the ‘manner’ in which he himself is doing what he is supposed to be doing in the organization. If there is lack of dedication in the boss and there is commitment in the junior because he sees the welfare of people in building that well, then it is the junior who is the leader.

Leaders have nothing to gain, nothing to lose and can take up any task on hand with complete commitment. They are not dependent on results for their happiness or sorrow, they are contented even as they are—and yet passionately involved in their work … It is when such as these become the inspiration for others to follow that leadership gets truly exerted.

Leadership cannot be exerted in any other way than by oneself taking to leadership. Soldier leaders that lead men to battle are seldom those who stand behind on the last row while sending cannon fodder up in the front. They lead from the front. Most army commanders who have been greatly celebrated have had to show reckless physical courage before their men and there are innumerable stories of such. This is among the highest levels to which one can go … not a care for one’s individuality, not afraid even of death, cherishing this moment above everything else, living a hero’s life, inspiring men to live tall … that is the stuff that legends are made of … .

 

Everyone is a Leader

Each person has innumerable opportunities to exert leadership. As humans go about their daily lives, situations continually get created and some of these call for some action, some collective response, and some individual response. Leadership is exerted in as small a thing as making place for someone in a car, or taking a collective decision to go for a movie. Everyone has been walking on one particular road, and a person innovatively shifts some stones to create a new path … that too calls for leadership. In fact, the call to leadership is a call to being obedient to one’s highest nature. It is up to each individual to remain in tune with his ‘highest self’ that he may respond the best way he can in any situation that faces him. Eventually large responsibilities can be placed on him.

Whoever can be trusted with very little can also be trusted with much, and whoever is dishonest with very little will also be dishonest with much.

— Luke 16:10

Deep introspection does show that eventually power and pelf do not matter as much as do the fact that one is tuned to his ‘highest self’. Authority by the sword is one thing, but exerting authority through knowing who he is and who the one standing before him is, is something else. True power lies within.

Suzerainty is one thing where a person is made to sit on a chair and has to do a job on behalf of the others. Leadership is something else … something everyone is continuously called up to do. If there is leadership, and everyone is game, it is heaven on earth.

Case Studies

1. The qualities described in this chapter subject themselves to easy analysis. Any incident related to suzerainty and leadership and cases of actual leaders can all be subjected to analysis in respect of most of the signposts. The trainer must decide in advance as to which qualities he will focus upon for each particular case.

Exercises

1. The book ‘The Power of Now’ by Eckhart Tolle is a recommended book to understand the first quality of being alive to the present moment. The book practicing the power of now also comes out with things a person can try out. It is invaluable to help one develop his leadership potentials.
2. The participation in arts activities and in games and sports enable the student develop a good presence of mind … so do many cultural activities and competitions … these are strongly recommended.
3. Discussion/debate: the uncelebrated leaders are more in number than celebrated ones.
4. Recommended: Access to literature and retreats by Sirshree Tejparkhi to learn about the bright heart.
5. Classroom activity: Ask the class to list out behaviours of people who do not know how to follow and who know how to follow; note it down on the classroom blackboard so as to compare the basic characteristics.
6. For numbers 5 to 9 of the list of signposts discussed in this chapter the instructor can use discussion/debate, submission of actual examples to accept or contradict the points, submissions on how one intends to use each signpost in his life, analysis of whether pursuit of these leadership qualities will deprive them from suzerainty—innovatively, depending on opportunity and the need of the class.