Edmund Burke observed that "the state without the means of change is without the means of its conservation." In most organizations, the means of change are in the hands of the leader. Many studies of why businesses succeed or fail find that leadership is a constant theme. A wide variety of events, resources and actions lead to the formation of a great organization, but it is hard to identify one where a great leader has not been in place. And effective leadership at every level--not just at the top--distinguishes organizations that achieve long-term success from those that don't. It's hard to imagine a more fascinating -- and certainly more important -- field of study than the quality of leadership in organizations today.

Leadership should be a distinguishable characteristic of an organization. It is what brings a company alive and keeps it airborne. The need for outstanding leadership is directly related to the rate of change that organizations experience. In their remarkable study of visionary organizations, Built to Last, Collins and Porras define leadership as the ability to:
- move a business forward;
- overcome significant obstacles;
- attract dedicated people;
- influence groups of people toward the achievement of goals; and
- deal with extraordinary episodes.

Age-old question

Can great leaders be developed? The evidence suggests that the answer is an unqualified "yes." While some persons have innate capabilities that contribute to their development as great leaders, there are many more who acquire the key attributes and skills, and develop into outstanding leaders.

Even the so-called naturals will fall far short of their capabilities if they don't look for ways to enhance their skills. Winston Churchill comes to mind as a person who had a shaky start as a leader. But through sheer determination and a wide-ranging set of experiences, he grew into one of our era's greatest leaders. To draw an analogy with a different field of human endeavor, many great athletes -- including the unrivaled Michael Jordan -- have said that hard work, development and experience are key elements in building natural talent into greatness.

Can you imagine someone in the sciences who is a natural not seeking out ways to develop innate talents?

At its core the finest leadership is an intellectual pursuit. Creating direction, putting plans into action, communicating to various audiences, mobilizing people, selling ideas, and solving complex problems require intensity, experience and a special blend of skills and attributes. These and other leadership roles also call for solid judgment, boundless energy and in-depth experience.

It's not long since "Chainsaw Al" Dunlap, the turnaround artist, or Robert "The Fang" Crandall of American Airlines were seen as effective leaders. But as running organizations has become more complex, the need for leaders who can forge a shared vision of the company has increased. It's not surprising then that a study recently published in the Harvard Business Review reported that the coercive style of leadership had a negative impact on the working atmosphere of an organization. A wide range of other styles, however, do have a significantly positive influence, including authoritarian, democratic, and coaching. Contemporary leaders are required to put forth a vision that resonates with the values of their followers. The key is matching the style to the need.

And, if there is one factor that is making the biggest impact on the complexity of organizations today, it's information. Companies that have the best information and manage that information masterfully will stand on the tallest hill -- and remain there. Information is spread throughout these companies and embedded in the minds of employees at all levels. The challenge is to create a working environment that makes employees want to contribute what they know to the success of their company. Under these conditions, leaders shouldn't do something TO employees, they should do something WITH them. Leadership today requires bringing all employees "inside."

The most powerful teacher of leadership is experience; and experience can be enriched and supported in several ways. Study and understand the attributes of successful leaders, perhaps through a mentoring relationship. Develop a higher level of self-awareness, including insights into personal strengths and development needs. Seek and accept new challenges that will test your skills and commitment. Learn how you are perceived by peers, supervisors and subordinates. Develop a personal model for leadership, and a committed path for development. Build a group of peers with whom you can share ideas and experiences.

The Northwest Leadership Forum (NWLF) http://www.themcg.com/nwlf.htm. is a new program that provides experienced leaders with extensive experience in all facets of leadership. NWLF is co-sponsored by ASTD Puget Sound, Washington Software Alliance, and Seattle Pacific University. Upon completion participants receive a certificate in strategic leadership and can opt for up to 9 graduate credits. As with residency programs for physicians-in-training, participants come into NWLF with a general knowledge of leadership and leave as "specialists" in leadership.

The program consists of ten one- or two-day workshops spread over one year (total: 12 days offsite). There are 15 to 20 participants in each "intake." Preceded by orientation and a variety of assessment tools, the process helps participants understand their own skills and style, define where they want to be, and move toward that target.

Coursework builds around five core attributes (conviction, courage, clarity, concern, commitment) and focuses on results in several key issue areas (such as developing people, managing change and innovation, sustaining growth). These core issues will be supplemented by further topics identified by participants. The process includes coaching, team activity, real-time case studies, assessment (peer and self). There will be a considerable amount of small-group work, and relatively little formal presentation of content.

The process is integrated with the realities of the workplace--it deals with real, current issues; development is sustained over a period of one year, driven and guided through the workshop sessions. Course content is assessment-based and focused on specific needs and goals of participants. The NWLF also focuses on leadership rather than on broader management issues.

The Forum is a resource for organizations that might be planning a leadership transition in one to three years; or be committed to strengthening the effectiveness of their existing leadership team; or be seeking to retain, motivate and develop the next generation of leaders. The process provides participants with guidance, support, feedback, ideas and tools to accelerate and strengthen their development as leaders

See other position pieces on leadership and organizations at http://www.themcg.com/takenote.htm.