Attitudes of a Holder of Vision and Values
When we attempt to compile lists of the necessary attitudes and qualities of good leaders as they might pertain to this Legacy Practice, we would expect to see such core characteristics as visionary, a communicator, open and not guarded, a role model, and a person of integrity. These would head the list of many other attitudes that could be named here. However, this is not about just good, or great, leaders.
- Others-Oriented
This person conducts him or herself in ways that benefit others first, not self. These leaders are aware of other people, their roles, their performance and their needs, and always seek to lift others before self. This leader is sensitive to development opportunities for others.
Legacy Leaders are aware of how their personal behavior affects other people and seek to either maximize the positive impact or minimize the negative.
- A Guardian
This person always protects and champions what is important, such as vision and values, guarding them against erosion or loss, and seeking their incorporation into all behavior and processes.
- Seamless
This person’s life and behavior looks the same regardless of position, place or politics. Business conduct is the same as personal conduct. Public behavior is the same as private behavior.
Others cannot detect a change in behavior depending on situation or circumstances.
- Values-Driven
This person does everything, in all places and positions, based on a personal and professional set of values. These values drive and shape all behavior. This leader is also constantly measuring behavior against values, making correction or changes as necessary.
- A Whole Systems Thinker
This person has the ability to see life around him or her as a who le system with many parts. This is true in business and general life. These leaders are able to grasp the “big picture” but also understand the many parts that make up that picture. They see the inter-relationships among the parts and how all contribute to the whole.
McKenna and Pugno’s Best Practice One Related Competencies
In joining together this Best Practice with several sets of competencies, perspectives and practices offered by McKenna and Pugno, I fully realize that the fit is not perfect. What Sandstrom has to say about Best Practice One moves beyond what McKenna and Pugno have to suggest in the following two leadership lists, just as McKenna and Pugno offer items on their lists that move outside of and beyond what Sandstrom has to offer.
