The undeserved hype around Cuomo reflects the dangerous way in which style has triumphed over substance in politics. It also reflects the way in which, when it comes to leadership, we reward charisma and confidence over competence. … I do hope that if we’ve learned one leadership lesson from Cuomo it’s that we desperately need to rethink what a real leader looks like.Arwa Mahdawi, The Guardian
Several years ago a reporter for a Mobile newspaper asked me what were the essentials for community resilience. My answer was “There are five things: leadership, leadership, leadership, connections and capital. And the last two don’t count without effective leadership.”
Last June, I took a sort of zen look at the attributes of a leader. But that left open the question implied by the quote above: how do we recognize leadership. More importantly in terms of our communities, how can we recognize effective leadership. In one way, it’s surprisingly easy to recognize a leader because the one unmistakable hallmark of any leader is – followers. But having followers doesn’t mean that the leader is effective. Some leaders recognize where people want to go and simply get out in front of them (President Trump might be a good example). In effect, they let their followers push them along. Others – perhaps more visionary – pull their followers toward what they believe is a better place (Both President Roosevelts are good examples). These are the ones who are most likely to be effective leaders.
So let me advance an hypothesis: an effective leader is one who strengthens the community. We can thus evaluate our leaders’ effectiveness by looking at our community’s trajectories; i.e., by determining whether the community’s social, economic, human, cultural, governance and environmental capital accounts are increasing, decreasing or staying the same.
Strengthening the community also means that the community’s resilience is also increased. More capital means that the community can better resist chronic stresses, and has the wherewithal to more rapidly recover from acute crises. Further, it means that the community can seize the opportunities inherent in our changing world.
Thus, evaluating our leaders’ effectiveness is analogous to balancing your checkbook, or looking at how your investments in your retirement account are doing. For each type of community capital, look at the bottom line. Ask whether it’s growing or – hopefully not – shrinking.
There are a few key indicators that are easy to determine:
Community growth. If more people are coming into the community than leaving, then leadership must be doing something right. If we dig a little deeper, we may find that growth is due to business leaders transforming the community’s economy (like Hugh McColl and John Belk in Charlotte), or cultural leaders increasing the “livability” of a city (e.g., Mayor Joe Riley in Charleston).
Conversely, if the community’s population is decreasing, it is a sign that the community is not functioning at an acceptable level for many, in one or more ways. Fewer people mean fewer connections, meaning less social capital. And if those who are leaving are taking their money and their businesses with them, less economic capital as well.
Economic vigor. Communities with vigorous local economies tend to have a buzz about them. At the local level, money changing hands at a restaurant, a barber shop, a small store is as much a social as a financial transaction. In the chaos caused by our responses to the coronavirus, too many leaders seem to have forgotten – or ignored – the intimate tie between the economic and the social health in our communities. Those communities whose leaders did not forget this are the ones most likely to recover the soonest. And as our communities slouch toward their rebirth, effective leaders will find ways to strengthen this tie.
Built environment. Effective leaders maintain their community’s built capital. They know that boarded up buildings, streets acne-ed with potholes, and colored water coming from the tap “incentivize” those who can to leave the community.
Human environment. Especially in times of stress, communities rely on a skilled populace to function. Effective community leaders recognize that they have to keep those with essential skills from leaving the community. Most importantly, they must nurture new generations with future-ready skills to take their place. The loss of meaningful learning is just one of the consequences of covid. Also being lost in some communities are opportunities to challenge the best and brightest in the community to fully develop their skills.
Effective leaders will find ways to make up the lost time, e.g., with extra school days, summer sessions and educational “boot camps.” Ineffective leaders will see spikes in dropouts in their community; and a depressing loss of skills especially in poorer sections of the community.
Governance. Leaders have to make choices. If the community’s leadership is making choices that increase the community’s capital accounts, or that protect them in times of stress, then they are being effective leaders. There are plenty of barriers to making good choices: conflicting groups vying for power within the community; ideology; a lack of accurate information for decision-making. Effective leaders overcome them.
We all have seen the sorry spectacles of the elected leaders in some of our major cities refusing to take decisive action to protect their communities from destructive riots. Too often, it seems that, as Blake Carson puts it, “We live in a time when governments seem to lack the will and the competence to do hard things.”
Effective leadership is essential if a community is to be resilient. Determining the effectiveness of your community’s leadership is as simple as answering – “What’s in your community’s wallet?”