The Leader Who Had No Title: A Modern Fable on Real Success in Business and in Read Free Page B

I don’t want to be or need to become a manager. Just doesn’t interest me.”
    “Exactly what does LWT stand for, Tommy?” I asked, becoming less and less guarded and more and more fascinated.
    “Well, first of all, there’s no magic to it. It’s a very real and enormously practical way of doing business and living out a life. You know this world of ours is going through profound change. We’re in a time of extraordinary uncertainty. And exceptional turbulence. What used to work doesn’t work now.”
    “I’d agree with that. Every day brings all sorts of new challenges and a serious level of confusion. This organization seems to be going through so much. My customers tell me that life’s become so complex for them. Everyone I meet seems to be stressed by all the change. So what’s the solution, Tommy?”
    “Leadership,” was the one-word reply he delivered. He added: “There’s only one way a business will win in the new world we’re in, Blake. No other solution will work any longer.”
    “And what’s that one way, just so I’m clear?”
    “Growing and developing the leadership talent of every single person throughout the organization faster than their competition. The only way to avoid getting eaten alive is for companies to strengthen the capacities of employees at every level to lead in everything they do. I’m talking about from the janitor right up to the CEO showing leadership and taking responsibility for the success of the company. And by the way, this idea applies to any organization, not just those that conduct business. Not-for-profitsneed to build leaders at all levels. Industry associations need to build leaders at all levels. Governments and NGOs need to build leaders at all levels. Cities and communities need to build leaders at all levels. Even schools and universities need to embrace the idea that every single one of us has the power to show leadership in all that we do—if they’re serious about surviving and thriving in these times of head-spinning change.”
    “I’ve never thought about leadership like this, Tommy. I’ve always thought that leaders were only the people who ran an organization, whether we’re talking about the military or some business,” I admitted.
    “We all need to start demonstrating leadership, Blake, regardless of our titles. It’s no longer an excuse to say you don’t have a high rank so you don’t need to take ownership for the results of the organization. To succeed, everyone now must see themselves as part of the leadership team. You just don’t need formal authority to lead anymore—only a desire to be involved and the commitment to making a positive difference. Mother Teresa said it so well: ‘If everyone would sweep their own doorstep, the whole world will be clean.’ ”
    “So for each of us to show leadership, we need to start by being truly excellent in our current role. Is that what you’re saying?”
    “Absolutely.” Tommy then walked over to another stool in the aisle and stood on it. He started waving his hands like an orchestra conductor. He closed his eyes. And started humming. This guy was hilarious. Bizarre. But hilarious.
    “What are you doing, Tommy?” I exclaimed, hardly believing the way that he was behaving. A few customers looked over with amused expressions. A little boy holding a Curious George book pointed. And giggled.
    “What would happen to the sound of a symphony if even one of its players was out of tune and less than superb at his art?”
    “I get it. The music would be off and the whole thing wouldbe a mess,” I replied, stating the obvious but appreciating my new mentor’s visual demonstration.
    Tommy stayed up on the stool. He then segued into pretending he was an actor, bellowing “To thine own self be true, and it must follow, as the night the day, thou canst not be false to any man,” while modulating his voice like a great thespian and speaking in what I assumed was Shakespearean