SKANEATELES - Following the philosophy purported in “The Intentional Leader,” the latest book by Skaneateles resident Kenneth Shaw, anyone wishing to become a leader must first find the pawn in themselves to become a rook, or the bishop to become a king or queen.
Jennifer Meyers / The Citizen
Retired Syracuse University Chancellor Kenneth “Buzz” Shaw continues his focus on leadership in his latest book.
Retired Syracuse University Chancellor Kenneth “Buzz” Shaw continues his focus on leadership in his latest book.
While his first book on leadership, “Buzzwords on Leadership,” focused on how to become the president of a university, or would-be president, the former chancellor of Syracuse University describes this second as “more generic: concerning families, not-for-profit organizations, businesses, schools and churches.”
“In order for a democracy to run properly, all these institutions must have effective leaders,” Shaw said.
Not a study of political leaders, Shaw does cite Franklin D. Roosevelt, John Kennedy and Ronald Reagan as effective examples.
“When you look at what leaders do, they communicate a vision,” he said. “One that is understandable and supportive by the people. Whether you like it or not, you know who they are.”
According to Shaw, these qualities can be nurtured within the individual, by the individual, regardless of what group they may be in.
“It's the development of understandings and skills depending on your awareness of your strengths and weaknesses, the awareness of the particular needs in your area,” he said.
“First of all, everyone can become a better leader. It's just like health or intelligence: it's part genetic, part environmental.”
However, no matter the conglomeration of your constitution, you can improve it with self awareness and improvement of self skills, according to Shaw, who retired from his chancellor position of 13 years in 2004, to currently act as emeritus chancellor, and professor of business at SU.
“If, using a scale of one to 10 you are a three, strive to be a five; if you are a five, to be a seven or eight,” he said.
“Start with yourself. You might be in the position to lead, but you can't if you can't lead yourself.”
His book contends that successful leaders set the vision; communicate it; manage it; become the conscious of the vision. And they do it from an aura of strength.
“I think it's OK to show vulnerability, but not to the point of weakness, so you feel sorry for the person,” the 1966 graduate of Perdue University said. “You can cry, but if you cry all the time you're viewed as weak. Bobby Kennedy may have been sensitive in certain ways, but I always thought of him, people always knew him to be tough - behind that facade you didn't want to cross the line.”
“Generally, to be an effective leader you need to be seen like us, only better,” Shaw said.
Throughout history there have been leaders that have used strength in an uncompromisingly dictatorial way, such as Hitler and Stalin, but ultimately they failed, because once their initial goals were accomplished there was no following to work with them towards their vision. They failed to become adaptive leaders, to offer possible solutions to problems and then ask the people to join with them toward solutions.
“Yes, there is Cuba and they have a dictator. I was there close to 20 years ago, and I was convinced that Castro, who ruled by fear, would have been reelected. But he's a little different, because he founded the literacy campaign and health care program. Now, they're kind of tired of it, more than tired. Still, there were some positive things, which is probably why he was never assassinated,” said Shaw.
Once Castro is no longer leading the country, it is questionable how the vacuum will be filled, Shaw noted. Who will be qualified to lead?
“With the situation in Iraq, you compound the problem because it is not a culture that has nurtured leadership. You don't have a lot of people who know how to lead,” he said, adding that does not apply in a democracy.
“It's the informal leaders that are part of an organization that you don't see that are sometimes the most effective,” said Shaw. “In New Orleans, it was the informal leaders that stepped up to the plate that were better than the established leaders. We nurture leadership in our social clubs, churches, rotary clubs, service organizations.”
Finding self awareness and balance within yourself can enable you to become a leader in your own particular area of expertise, he explained. But endemic to any group is the danger of non-communicating.
“Conflict is a very important part to get to an answer. But people tend to wait until they're really angry and all they do is shout or simply slink off. You have to go from no, to maybe, to yes. Conflict is very important for businesses. What you don't want is a committee of “yes persons.” Very soon people know their opinions don't count and if they're not growing as people, their business can't grow,” said Shaw.
He has often attended meetings where people yell and complain for two hours, then later exclaim, “Wasn't that a great meeting?” when in reality nothing was accomplished.
“I think it starts in first grade,” he said. “I asked my grandson recently, how was school? It's OK, he said. But I've got this group project and one person comes in late, one doesn't want to be there, and one doesn't want to do anything. I wish I could just do it myself.”
There is one group, one organization, the author is somewhat uncertain about however; that being the family unit.
And while he does suggest parents divvy responsibilities according to expertise and availability, he also acknowledges parity sometimes is hard to achieve.
“I'm not an expert. I have three children and seven grandchildren. You become very humble on any subject when you have a family,” he said.
“In order for a democracy to run properly, all these institutions must have effective leaders,” Shaw said.
Not a study of political leaders, Shaw does cite Franklin D. Roosevelt, John Kennedy and Ronald Reagan as effective examples.
“When you look at what leaders do, they communicate a vision,” he said. “One that is understandable and supportive by the people. Whether you like it or not, you know who they are.”
According to Shaw, these qualities can be nurtured within the individual, by the individual, regardless of what group they may be in.
“It's the development of understandings and skills depending on your awareness of your strengths and weaknesses, the awareness of the particular needs in your area,” he said.
“First of all, everyone can become a better leader. It's just like health or intelligence: it's part genetic, part environmental.”
However, no matter the conglomeration of your constitution, you can improve it with self awareness and improvement of self skills, according to Shaw, who retired from his chancellor position of 13 years in 2004, to currently act as emeritus chancellor, and professor of business at SU.
“If, using a scale of one to 10 you are a three, strive to be a five; if you are a five, to be a seven or eight,” he said.
“Start with yourself. You might be in the position to lead, but you can't if you can't lead yourself.”
His book contends that successful leaders set the vision; communicate it; manage it; become the conscious of the vision. And they do it from an aura of strength.
“I think it's OK to show vulnerability, but not to the point of weakness, so you feel sorry for the person,” the 1966 graduate of Perdue University said. “You can cry, but if you cry all the time you're viewed as weak. Bobby Kennedy may have been sensitive in certain ways, but I always thought of him, people always knew him to be tough - behind that facade you didn't want to cross the line.”
“Generally, to be an effective leader you need to be seen like us, only better,” Shaw said.
Throughout history there have been leaders that have used strength in an uncompromisingly dictatorial way, such as Hitler and Stalin, but ultimately they failed, because once their initial goals were accomplished there was no following to work with them towards their vision. They failed to become adaptive leaders, to offer possible solutions to problems and then ask the people to join with them toward solutions.
“Yes, there is Cuba and they have a dictator. I was there close to 20 years ago, and I was convinced that Castro, who ruled by fear, would have been reelected. But he's a little different, because he founded the literacy campaign and health care program. Now, they're kind of tired of it, more than tired. Still, there were some positive things, which is probably why he was never assassinated,” said Shaw.
Once Castro is no longer leading the country, it is questionable how the vacuum will be filled, Shaw noted. Who will be qualified to lead?
“With the situation in Iraq, you compound the problem because it is not a culture that has nurtured leadership. You don't have a lot of people who know how to lead,” he said, adding that does not apply in a democracy.
“It's the informal leaders that are part of an organization that you don't see that are sometimes the most effective,” said Shaw. “In New Orleans, it was the informal leaders that stepped up to the plate that were better than the established leaders. We nurture leadership in our social clubs, churches, rotary clubs, service organizations.”
Finding self awareness and balance within yourself can enable you to become a leader in your own particular area of expertise, he explained. But endemic to any group is the danger of non-communicating.
“Conflict is a very important part to get to an answer. But people tend to wait until they're really angry and all they do is shout or simply slink off. You have to go from no, to maybe, to yes. Conflict is very important for businesses. What you don't want is a committee of “yes persons.” Very soon people know their opinions don't count and if they're not growing as people, their business can't grow,” said Shaw.
He has often attended meetings where people yell and complain for two hours, then later exclaim, “Wasn't that a great meeting?” when in reality nothing was accomplished.
“I think it starts in first grade,” he said. “I asked my grandson recently, how was school? It's OK, he said. But I've got this group project and one person comes in late, one doesn't want to be there, and one doesn't want to do anything. I wish I could just do it myself.”
There is one group, one organization, the author is somewhat uncertain about however; that being the family unit.
And while he does suggest parents divvy responsibilities according to expertise and availability, he also acknowledges parity sometimes is hard to achieve.
“I'm not an expert. I have three children and seven grandchildren. You become very humble on any subject when you have a family,” he said.
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