Management of leadership

Information Outlook, March, 2005 by Ethel M. Salonen

This month's issue of Information Outlook is devoted to management. I checked "manage," "managing," and "management" in the Merriam Webster Online Dictionary (www.merriam-web-ster.com) and found four definitions that are appropriate for this column. They are:

1. To handle or direct with a degree of skill

2. To work upon or try to alter for a purpose

3. To succeed in accomplishing

4. To direct the professional career of

As you may know, my presidential theme is Professional Development, and I've written about it in both the November 2004 and January 2005 issues of Information Outlook. This month, I'd like to share my thoughts on how we can best manage leadership, our own and that of our professional colleagues.

I often refer to management books for advice on how to handle a situation and for confirmation that my actions are appropriate. Here are excerpts from two of those books:

* Twyman L. Towery, The Wisdom of Wolves. Sourcebooks, Inc., 1997, 143 pages.

This book is divided into a number of chapters that deal with teamwork, patience, unity through uniqueness, curiosity, attitude, failure, communication, perseverance, strategy, play, death and survival, loyalty, and change. When I need to step back from a situation and let someone else take the lead, I remember how wolves travel.

"One of their favorite methods of travel is single file, one directly behind the other. The lead wolf expends the most energy. S/he is the trailblazer, crashing through the soft snow, allowing each succeeding wolf to conserve energy. When the lead wolf tires, s/he may drop off to the side and allow the next wolf to assume the lead position. The former lead wolf can now trail the other pack members, laboring less and regaining her/his strength for the challenges yet to come .... It is the same for successful organizations and families. Members must be prepared to not only carry their own load, but to assume greater leadership at any time. The viability of the organization may well depend on it. Wolves not only cooperate with each other, but also may work in harmony with other species to reach mutually desirable goals and sometimes just to have fun."

Wolves know how "to handle or direct with a degree of skill."

* Wess Roberts and Bill Ross, Leadership Lessons from Star Trek: The Next Generation--Make It So. Pocket Books, 1995, 242 pages.

This is one of my all-time favorites. Some of you know that I'm an avid fan of the Star Trek television shows, movies, and books. Gene Roddenberry, the visionary behind the series, wrote some powerful screenplays that touched on leadership skills; working with and respecting people regardless of age, race, or culture; accepting other people's viewpoints; and remembering that every activity furthered the mission of the Federation:

"To explore new worlds, to seek out new life and new civilizations, to boldly go where no one has gone before."

Each chapter of the book analyzes episodes from the television series and provides examples of how a leader remains focused on the mission; takes initiative; displays competence; communicates well; understands how to use politics to his or her advantage; is intellectually honest; knows that we all must work interdependently; and, most important, is resilient in the face of changes in the environment. When my leadership abilities are put to the test, I reflect on these words:

"You must recognize that while you may be unjustly tried and judged by your peers, history will judge humanity, in part, by your actions: by how each of you applies your potential, by what you make of your possibilities, by what you do with your discoveries, by your respect for others, by how well you understand others and how well you help them understand you, and by how you react to the unknown. Indeed, the trial of humanity never ends."

The stories in this book show us how "to succeed in accomplishing."

I use books such as those two to direct my professional career and help me fulfill my leadership responsibilities. It is important to remember that each of us is a leader. We do not have to manage people or be president of an association or the chair of a SLA unit to be a leader. Each of us is responsible for our own destiny, and we need to use the tools available to us, either through our places of employment or through the SLA Online University, to develop and manage our leadership skills. Enjoy the articles in this issue of Information Outlook. In the words of John Lennon, "Life is what happens to you while you're busy making other plans."

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Speak to you again in May.

Make it so!

Ethel M. Salonen

SLA President