Thought Leaders I

Earning the Right to Lead

"I learned from my time in the Army that leadership begins with the individual," says Todd Henshaw, retired U.S Army Lt. Colonel. Today's environment calls for visionary leaders who have a firm knowledge of themselves — knowledge that can translate into authentic, forward-focused action. "The origins of your leadership style are in your life experiences. Determining the meaning of those experiences, and how they have shaped you, will transform the way you lead."

But to learn from your experiences, you need to look inward. "Most people are not reflective," Henshaw says. "They move from event to event without noticing trends or taking stock of the meaning of their experiences. Good leaders know themselves. They know where they've been, and how their experiences have shaped their identity. This knowledge is at the core of visionary leadership."

When Henshaw teaches his leadership course for a Wharton custom program in China, he raises more than a few eyebrows. Expecting the Lieutenant Colonel to offer the latest techniques in dictatorial management, they're surprised by Henshaw's "Life Stories " approach that invites attendees to learn from their most powerful personal experiences. He brings the same approach to Wharton's program, Creating and Leading High-Performing Teams.

Transformative Event

Henshaw eases students into the unique program by first telling his own story. In 1987, as a young officer, he lost his colleagues and commander in a helicopter crash. "I was devastated. It was the worst day of my life," he recounts. "I lost many of my friends, and I waited with their families as each one was notified about the loss of their loved one. A few days later, my commanding officer, Tommy Franks, took me aside. He told me to think about what I could learn from the experience."

Henshaw says that the experienced fundamentally changed his approach to leadership. "Before that crash, I was all about getting ahead. People were in the background and my ambition was in the foreground. After the tragedy, the emphasis shifted from me to others." Henshaw believes that true visionary leadership is people-centered and forward looking. It focuses the leader's attention on developing talent in the rest of the team and helping them to take on more responsibility. "You need to be authentic as a leader — to behave in a way that is consistent with your values. You earn the right to lead."

Using Experience as a Teacher

After sharing his personal story, Henshaw asks participants to "unpack" their own powerful experiences and determine how these recollections relate to their current values and philosophy. They then use the exercise as the basis for a four-step plan to develop themselves as more authentic leaders:

1. Shift emphasis from what leaders do (behaviors and skills) to who leaders are (values and identity).
2. Develop "systems of meaning" associated with key powerful experiences.
3. Use "systems of meaning" as interpretive devices for future experience.
4. Shape "life stories" based on experiences and interpretations. When properly examined and developed, these stories impact leader development.

Agenda for Action

"Visionary leadership doesn't stop at the developmental stage. If you can't translate life stories into positive action, you miss the ultimate goal," says Henshaw. "You need a leadership philosophy that's grounded in self knowledge, and that begins with your purpose or passion. Why are you a leader? What do you intend to do as a leader, and how do you bring your values to that intention?

"You also need to be clear about what you expect from followers. Do you believe in shared leadership or do you require deference? Do you want to work with or develop critical thinkers?" And finally, Henshaw says, you must create an agenda. "What do you need to do at work to put your philosophy in place?" He stresses that it is this clarity, coupled with a commitment to your purpose and your people, that puts leadership into action.

Although the program was developed for officers at West Point, Henshaw has brought "Life Stories" leadership to senior executives in China, Kuwait, Europe, and the United States. Now he teaches it in Wharton’s Executive Education programs, where he ends each session with these words from Noel Tichy and Eli Cohen: "The ultimate test of a leader is not whether he or she makes smart decisions and takes decisive action, but whether he or she teaches others to be leaders and builds an organization that can sustain its success when he or she is not present."

• Creating and Leading High-Performing Teams
• Building Relationships That Work
• Executive Development Program
• Leading and Managing People