How does he do it?
I found myself asking this question as I watched him address diverse audiences. He has children, adults, teachers, industrialists and even the apathetic Indian (at home and abroad) involved and roused when they listen to him – and long after too.
Much has been talked and written about Narendra Modi’s speeches and his persona – I am not going to add my tuppence bit to that. But one phenomenal effect that seems to surge in the people he addresses seems to be a good lesson for all organizational leaders.
The pride of belonging.
Excuse me, it says, I am not the rhetoric of happy talk. I am the pride centered on purpose. I beat in the heart of every organization, team and individual. I beg to be tapped from the static company mission statements and brought alive.
Please, it pleads, I am far more profound than being merely appreciated through rewards and recognition programs. I spring from wells deeper than that.
It certainly does.
It is the culmination of the effort, the brainpower and all of the waking hours that people plough into their organizations. They need it to have meaning. They need it to matter.
It is the spirit of the happy people who sling frozen fish at Seattle’s Pike Place Market at slim wages. They want this spirit to find common ground and be part of something bigger than itself. To have an additional pride of membership and connectedness to causes and results that matter.
Belonging in people recognizes the truth that the things they create and craft carry little but sure pieces of their skill, will, heart and soul. For the fire of pride to be lit, the relationship has to be reciprocal. People must feel that they too are transformed in some way by all that they build.
How does this shift the telescope of leadership?
For starters, a considerable U-turn from the Cartesian focus on ‘I think, therefore I am’ to the Ubuntu assertion of ‘I am because you are’. The softness of the latter statement is deceptive, very deceptive. No belief in collective strength can be soft. Any shared intellectual, emotional and psychological power packs a whopping punch!
Two, it also changes leadership’s listening frequency. They need to tune in to their followers’ hopes, expectations and needs with an ethic of service, principles, knowledge, capability and astute alacrity.
Three, their aggression needs to be wise – built on passion, compassion and agility. They need to sense, reflect, resonate and harmonize with their followership.
More than anything else, any leadership can evoke the pride of belonging only if the steward has the moral authority to gain trust and approbation from the people who want to be led. Only if their people respect and appreciate their personhood, not just their persona.
In translating the here and now to their vision of the future, in carrying their people along as they link the organization’s history and destiny, leaders need to make the unerring connection between hope and achievement of their followers. Otherwise the Ubuntu philosophy aptly describes what will happen. ‘Until lions have their own historians, all stories about hunting will glorify the hunter’