Over the month of November we’re going to take a deep dive into the principles of leaders who last. Back in January we released the book Stay The Course: Five Transformational Principles of Leaders Who Last. If you haven’t picked up a copy, this month will be a great time to do so. (There are also hours of bonus video content available for FREE with the book as well as our guided workbook with team discussion questions.)

The fourth principle of leaders who last is they play the long game. Every leader who possesses any longevity at all, has had to submit short term outcomes for long term gains. The ability to endure for a period of time, in order to thrive in the future.

The third principle of leaders who last is they embrace change. This isn’t a “throwing your hands in the air helplessly” type of embracing change. It’s a pressing into what is going on type of embracing change.

Leaders who last recognize change is inevitable. Whether we like change or not is often irrelevant. I believe we all experience two types of change in life. “Chosen change” and “Unchosen change.” The first is when you decide it’s time to move on. The latter is when someone else or some event decides it’s time for you to move on.

A leader who lasts knows that just merely stating a goal doesn’t mean there’s progress made. We know we must embrace humble beginnings but the next principle of leaders who stay on their transformational journey is the ability to keep answering the call.

Leaders who last aren’t afraid to start small. One of the loudest indicators of leadership immaturity is the idea that we can skip steps on this journey. The truth is, we must crawl before we can walk and walk before we can run. That may mean starting at the bottom of a corporation in the call center. Or starting with the long-term substitute role, or as the volunteer assistant. Or it may mean going back to the fundamentals of personal leadership in time management or organization (more on those in 2022). Study the path of any elite leader and we will surely see seasons in which they were mastering the basics. Working away in obscurity.

If you’ve been leading for any extensive time at all, you know the hardest person to lead - is you.

There is so much you want to do, but you don’t do. There is so much on your list, but you don’t get to it. You’ve been wanting to get up earlier, read more, write more, exercise more, whatever else ___ more.

There is an imbedded standard of success in your industry that is the established norm. If you are in business, in order to be successful you must drive profits. If you are in athletics, in order to be successful you must win games and championships. If you are in education, in order to be successful your students must achieve high test scores and move on to the next grade.

Whatever the industry, there is a defined and established result that “successful leaders” achieve. Most leaders agree with this standard. It’s assumed if you’re leading in athletics you want to win games. It’s assumed if you’re in business you want to increase profits.

It’s easy to get swept up in the flow. The to-do lists. The calendar full of events. The preparing and planning all year. The spreadsheets, the recruiting databases. It can be numbing if we’re not careful.

No one is suggesting we’re going to enjoy every single aspect of leading. Leadership is difficult. It gets even more difficult when we lose focus on the things that bring us joy and only fix our minds on the things that cause stress, anxiety, and frustration.

One personal trait required for all elite leaders is integrity. It’s the one thing that companies hire for and fire for a lack thereof.

Integrity can’t be bought. It won’t be downloaded with the latest operating system. You can’t borrow someone else’s. It’s carefully crafted through the long haul and can be forfeited in a moment’s notice.