| When the mood in our workplace, at home, or in | | | | the ship, carefully folding the silks and weaving the |
| society in general is subdued, the value of great | | | | shrouds of each chute, each time holding in his hands |
| leaders becomes apparent. | | | | the fate of someone he didn't know. |
| How often have you seen individuals who have been | | | | Plumb then began to realize that along with the |
| promoted from one level to the next and the next | | | | physical parachute, he needed mental, emotional and |
| and the next based on need and some extraordinary | | | | spiritual parachutes. He had called on all these |
| skills become insecure, controlling, stressed out and | | | | supports during his long and painful ordeal. |
| un-approachable, especially when their leadership is | | | | As a leader, how many times a day, a week, a |
| most needed? | | | | month, do we pass up the opportunity to thank |
| How often have you lived through situations where | | | | those people in our organization who are "packing our |
| decisions are being announced without a detailed | | | | parachutes"? |
| explanation or reason why? | | | | I can relate to this story, not only because I was a |
| Have you been craving for leaders who are | | | | military jet aviator myself and have been with the |
| authentic, well balanced between factual knowledge | | | | guys who packed my parachute. I also relate to it |
| and emotional intelligence? | | | | because this core from which true, successful |
| Leading from the core is one of those traits that | | | | leadership comes from is a core of empathy, caring, |
| take a lot of development tobecome good at. To | | | | praise, character, and appreciation. |
| get into the right frame of mind, here is a little story | | | | To develop these traits and live them everyday in |
| I received today from Tom Mathews: | | | | every situation, no matter how bad the problem, |
| As a leader, do you honor and appreciate the power | | | | how bad the economy, how bad the sales, and how |
| of WE? Do you stop to thank and recognize the | | | | bad the approaching recession, a certain attitude is |
| members of your team? Do you consistently show | | | | required. |
| an attitude of gratitude? | | | | This attitude assumes that every person is good, |
| I recently read a great story about Captain Charles | | | | trying as hard as he or she can, and is willing to |
| Plumb, a graduate from the Naval Academy, whose | | | | improve, given the proper guidance. As the leader we |
| plane, after 74 successful combat missions over | | | | want to be this guide who provides support, creates |
| North Vietnam, was shot down. He parachuted to | | | | the environment to excel, and is willing to take the |
| safety, but was captured, tortured and spent 2,103 | | | | blame and responsibility when things don't work out |
| days in a small box-like cell. | | | | as we had planned. That is distinctly different from a |
| After surviving the ordeal, Captain Plumb received | | | | manager who takes a leaders' vision and strategy |
| the Silver Star, Bronze Star, the Legion of Merit and | | | | and converts it into processes, policies, directives, |
| two Purple Hearts, and returned to America and | | | | and rules. |
| spoke to many groups about his experience and how | | | | If you like to learn more about the development of |
| it compared to the challenges of every day life. | | | | this core, I recommend Henry Cloud's book 'Integrity', |
| Shortly after coming home, Charlie and his wife were | | | | Jim Collins 'Good to Great', Richard Boyartzis |
| sitting in a restaurant. A man rose from a nearby | | | | 'Resonant Leadership', and John Kotter's 'Our Iceberg |
| table, walked over and said, "You're Plumb! You flew | | | | is melting'. If you learn better with a story, you might |
| jet fighters in Vietnam from the aircraft carrier Kitty | | | | want to start with Steve Farber's 'Radical Leap'. |
| Hawk. You were shot down!" | | | | In any case, ask yourself what you can do to |
| Surprised that he was recognized, Charlie responded, | | | | develop a positive, resonating, caring core from which |
| "How in the world did you know that?" The man | | | | you operate, help other people succeed, and conduct |
| replied, "I packed your parachute." Charlie looked up | | | | your daily life. As you develop this core, you will |
| with surprise. The man pumped his hand, gave a | | | | enable yourself and those around you to come |
| thumbs-up, and said, "I guess it worked!" | | | | through adversity, recession, health issues, and the |
| Charlie stood to shake the man's hand, and assured | | | | challenges of living and working with others with |
| him, "It most certainly did work. If it had not worked, | | | | flying colors. |
| I would not be here today." | | | | Don't forget, they are packing your parachute - so |
| Charlie could not sleep that night, thinking about the | | | | you better treat them well and appreciate their focus |
| man. He wondered if he might have seen him and | | | | and accuracy, so you will live another day and have a |
| not even said, "Good morning, how are you?" He | | | | chance to be the beacon they require for direction in |
| thought of the many hours the sailor had spent | | | | life. |
| bending over a long wooden table in the bottom of | | | | |