Yesterday,
I handed over the everyday running of Prajnya to someone else, to begin my own
departure from the organization I founded. I have always believed this to be necessary
to the organisation’s growth, not to mention my own. In these almost-15 years,
I have had a great deal of opportunity to reflect on leadership and I would
like to write down some of these thoughts.
***
At a recent
discussion about teaching leadership, it occurred to me that the best leaders
are actually citizens first and foremost. Leadership comes from their willingness
to step up and do what is needed without waiting for someone else to do it first
or along with them.
It is not
rote citizenship, the kind that drags you grumbling to a voting booth. It is
not about the sense of entitlement that has you complaining with the expectation
that someone else will fix the problem. It is ownership of the problem and the
solution. The consciousness that one is responsible for both, I think, is a key
element.
This is why,
to my mind, being self-aware and by extension, aware of one’s privileges, such
as they are, are key features of a leader’s attitude. That constant self-examination
or introspection must surely be necessary. This is something about Gandhi that
I find very admirable—that he was self-aware and able to be honest about what
he saw. “Change begins with me,” is sometimes attributed to him and whether he
said it or not, he seems to have lived it.
Conscience-driven
citizenship is leadership, I think. When you act because something is right or
insist on doing things the right way and not the easy or common or convenient
way, that is citizenship and leadership. To not take the short cut and to
insist on following the right path, is good citizenship and leadership. This is
true whether the context is some official process or a decision that must be
made or a social media debate—the need to do the right thing is good
citizenship, and therefore, leadership.
Because
this path is hard, it is necessarily courageous. It is courageous because sometimes
one may take an unpopular position or a position apparently inconsistent with what
one’s team or party or family thinks. It is courageous because one has to find
the ability to express oneself, and then to defend oneself in increasingly uncivil
and even vicious, times. It is courageous because a conscience-driven choice
may mean one has to wait or forego some opportunity or access—or personal
benefit. It may be that one is constantly defending the decision and that is
both wearying and demoralizing. Courageous citizenship is to stay the course
patiently, and to speak one’s truth calmly, over and over and over again.
Compassion
and care are crucial traits of citizens, and therefore, leaders. If
self-interest is said to have brought us into political communities, there is a
dimension of collective interest in that. If I uphold the law in your interest,
I set a precedent in my interest. Universal welfare that initially benefits
you, will surely also benefit me. Traffic laws meant to prevent me from being
mowed down, will also keep you safe. But a good community and a good citizen
will go beyond that instrumental reason.
To feel for
others, to care about deprivation and injustice, to seek to include and to want
to help are impulses that lead to good, compassionate citizenship. Discussions
about gender justice at the workplace often start and stop at instrumental
reasons like company reputation and costs, but the reality is that justice will
take root when we are moved by compassion and persuaded by conscience, rather
than a cost-benefit analysis. Compassion is good citizenship, and certainly,
leadership is not possible without compassion—you may be able to enforce your
writ but people will obey you not emulate, follow or love you.
Conscience-driven,
compassionate and courageous citizenship is constantly seeking to make things
better, and sometimes, especially when resources are limited, one has to be
creative and resourceful to find the thing that one can do. Citizenship is to
not say, “It’s too difficult or costly,” or, “How can we make a difference?”,
it is to find that one thing that we can do, and do it. That is also
leadership.
Standard
images of “leaders” depict leaders as those who stand at the head of a room and
talk, sometimes delivering homilies and sometimes instructions. But in fact, I
think, leaders are those who walk into a room, take stock of what needs to be
done, and start doing it. Others follow that example and that is leadership. Leadership
follows from exemplary citizenship.
***
Over the
years, the Prajnya Archives have put out two calls for photos of women in leadership
roles. In the first one, we defined leadership as ‘making things happen.’ In the
second, we defined it as ‘the citizen next door.’ These crowd-sourced projects
had the worst response and got us wondering about the relationship women have
with leadership.
This
puzzles me especially because in another part of my life, I spend a lot of time
thinking about getting women into politics and especially into legislatures. Through
academic study, I have learnt to list many reasons why, on an average, women
only make up 10-15% of legislatures.
But working
with women and girls, I am coming to the conclusion that the problem begins
deep in our hearts. It is two-fold; first, it lies in the way we define leadership,
and second, it lies in the way women typically view their work.
If
leadership is that head-of-the-room, everyone saluting when you pass thing,
then women rarely have that. Not being seen as the ‘boss,’ itself then becomes
a reason for not being the boss or not feeling like the boss. When you redefine
leadership as citizenship, then women start to become visible.
Women are
active in Residents’ Welfare Associations, in Parent Teachers’ Associations, in
charity work and in professional organisations, often handling finances,
logistics and public relations. Even if you confine them to the private sphere
as home-makers, they budget, manage money, make allocation decisions (“Politics
is the authoritative allocation of resources,” is a classic definition), build
team spirit, resolve disputes and make policy decisions that balance need with aspiration
and pleasure—all tasks that leaders must perform, as Prime Ministers or Presidents!
Patriarchy says
that maintenance work within the home is a woman’s job, and women do the same
work outside the home, it still has the same tag. They do it because it needs
to be done and if it is neither remunerative nor glamorous, it is their job to
get it done. The work is invisible and unpaid, and there is no special appreciation
most of the time. Even when it is glorified and women are praised for their
care work, it is naturalized rather than recognized for what it takes. Women internalize
this and when you ask them to self-identify as leaders, it is hard for them to
do so. They simply do what is needed.
How do we
change that? How do we give them the confidence to see themselves as successful
leaders? Women often consider themselves unqualified for political office,
although male counterparts are also just as untrained or unlettered. Perhaps
the teaching of small skills will create that confidence—teaching people what
they know instinctively and just putting a structure and label on it. This may
be a way to help adult women, but we still have a chance with every young girl
that we meet. To treat her as a person, a thinking human being with capabilities
and inner resources; to take the time and make the effort to listen to her; and
to instill a sense of infinite possibility in each girl—it is actually easier
to do than to write!
***
What does a
leader look like? Based on my reading and observations over the years, here are
some qualities I would list (in no particular order) as essential to leadership.
- · A leader is honest, first to herself
and then to others. This means, a leader introspects and has the grace to be corrected
and the fortitude to accept and be open about mistakes.
- · A leader is the first to get to work
(on herself or the task at hand), works ahead of everyone and harder than her
team. You cannot ask people to do things you will not do, and this was Gandhi’s
message. There is no task that a leader will not perform within the team. Every
expectation that is held up for the team must first be met by the leader or
aspiring leader.
- · A leader is ready to learn—new facts,
new perspectives, new skills—and knows when to seek the leadership and guidance
of others.
- · The leader is not “the boss”—and to
borrow from old political science textbooks, is merely first among equals and
that by virtue of work, not entitlement.
- · Praise, warmth and encouragement,
openly and generously given, are stock in trade for a good leader, while correction
and criticism are discreetly delivered in low tones.
- · A leader is disciplined. I think
more and more about that Indian ideal, ‘control over the senses,’ which also
includes control over anger and lust.
- · A leader is perceptive and sensitive
to others in the team (and beyond). She listens to what people tell her and she
also pays attention to what they don’t say—Are they moving slowly? Are they
quick to anger or tears? Are they struggling with something? Being sensitive to
the needs of colleagues allows a leader to create optimal work conditions.
- · A leader is forgiving, and is able
to patiently give people a chance to learn from their mistakes and grow.
- · It is a tight-rope between running a
disciplined ship and creating enough space for people not to feel suffocated,
and a leader must be able to renegotiate that patiently every day.
- · There cannot be an endless recall of
past errors and if something cannot be corrected, there should be a way to
change the situation that is not soul-destroying to the other person.
- · Leadership is humane.
- · Good leadership speaks softly but does
not need a stick.
- · Leaders do not seek leadership; they
do what needs to be done and others follow.
I am reminded
of Kenneth Boulding’s Three Faces of Power—destructive, exchange and
integrative. You can force people to obey you but not to embrace you as a leader.
You can buy compliance for a while. But it is the heart that inspires
allegiance and bestows leadership, isn’t it?
