Years ago, in the midst of his 18-year tenure as CEO of Harley-Davidson motorcycles, Richard Teerlink made the following comments about an emerging trend at the time – the empowerment movement. Employees, it was said, must be empowered, not just trained. Workers need the tools and resources to make decisions and determine strategies without knocking on a supervisor’s door for permission at every turn in the road. Makes a lot of sense

Teerlink agreed; but he wanted more.

“I’m all for empowerment. But we need competence first. If you empower dummies, you get dumb decisions faster!”

Teerlink wanted competence, in a team and in a leader. Core commitments and a clear sense of calling are essential for success (see my previous 2 posts in this 5-part series on Developing the Leader Within). But without competence, all the character and clarity in the world won’t get you very far.

David Gergen, an eyewitness to the leadership of four US presidents, writes on this matter. Instead of competence he uses “capacity” to refer to a leader’s ability to muster the wisdom, resources and willpower to make decisions and handle the complexities of the job. His words in the foreword of True North demand more than a few moments of reflection:

“…character without capacity usually means weakness in a leader; but capacity without character means danger.”

Character at the core is indispensable; but note also the role of competence. An incompetent leader is a weak leader. We all know leaders who have exhibited solid character – presidents, business leaders, college professors – but who lack the competence (capacity) to perform at a high level, especially under pressure.

Competence matters! Does it matter to me? To you?

Are you good at what you do?

Are you working at getting better at your craft?

Where is your growth edge?

Who gives you honest feedback about your skills and performance?

Will you identify your true strengths and use them to the best of your ability?

I hope so…we need you at your best!

Dr. Bill Donahue

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