The real leaders are in the arena...are you?

December serves as a pivotal moment for me to reflect on my professional journey, unlike any other time of the year. My career after undergrad began in the business world, where I encountered numerous companies that either shuttered or slowed down operations during the Winter Holidays. Before my current role, I devoted over a decade to working in community colleges, eagerly awaiting Winter Break as much as the students did! Suffice it to say, this is a long-term annual routine.

Lately, I've been engaged in profound discussions with fellow leaders about what I term as the genuine arena of leadership. You might wonder, what exactly defines this "arena"? From my observations, leaders generally fall into two categories: those deeply committed to their work, engaging in conversations, collaborations, and connections with individuals holding both similar and differing perspectives to advance collective impact, and those who don't, for varying reasons (no judgement!).

A leader, in my view, operates within the arena while guiding within their community and profession - an experience that encapsulates my journey thus far. The cover picture of this edition includes snapshots from a few of my "arena" experiences as a board director and moments from my day job lobbying on Capital Hill (including a picture with fellow Teach for America NC leader Taylor Myers, M.Ed. who you should follow!). In all avenues of my leadership, I consistently interact with people from diverse viewpoints because I staunchly believe in the value of engagement and proximity. However, this ability isn't an innate trait; it's a skill that requires honing.

Exceptional professional and board level leaders know that progress stagnates without the ability to respectfully disagree (but not be disrespectful), find common ground without absolute agreement, and collaborate for a shared cause, even with those they don't entirely align with.

In a recent podcast interview I did with author Jordan Raynor that I referenced in the last edition of this newsletter, I delved into the challenges of navigating the "valleys" of leadership and how being in the arena as a leader can sometimes veer you off course without a firm grounding and a circle that includes both supportive and critical friends. Why? Because being within the arena exposes you to scrutiny and diverse opinions. "Everything is discussable," is a quote I love to reference from Teach For America's President Jemina Bernard , and significantly aligns with my leadership approach on this aspect of arena leadership.

However, there are instances where individuals crave a candid discussion and transparency from leadership but struggle when it's provided. Sometimes it's because the truth is tough or they have not heard constructive feedback before, or sought it. I've witnessed scenarios where this struggle impedes personal growth and organizational progress. Cultivating an environment that fosters open dialogue and assembling the right team remains pivotal, whether within a board of directors or an organization. This must be balanced with a receptiveness to constructive feedback as a individual as well.

Acknowledging that you might be depicted as the villain in someone else's narrative is another reality for those of us actively engaged in the arena. At times, the portrayal of your leadership might diverge significantly from reality. Dr. Dr. Erica Jordan-Thomas a 7-figure CEO + Founder and former school leader (among many other things!), recounted a story on a recent podcast episode about the Catch-22 of Leadership where a staff member's public narrative differed from the truth related to the non-renewal of their employment contract. As leaders, we're unable to always rectify the narrative publicly or have the final say, particularly in sensitive or confidential matters. And other times...it's not productive or worth the energy to do so! Leaders must weigh this assessment in a variety of situations.

It's a misconception that successful leaders are immune to emotions or unaffected by such situations like the one Dr. Jordan-Thomas described. Leaders must remain perceptive, operate with emotional intelligence, and continuously adapt. However, fixating solely on the extremes or those committed to misunderstanding you, particularly when endeavoring to create a significant impact, isn't sustainable and successful leaders know that too.

The arena serves as the stage for substantial progress and challenging decisions. Numerous esteemed leaders, both widely recognized and those closer to us, would likely concur that their influence would have been limited had they not directly engaged within the arena.

What does the arena encompass in your line of work? Are you actively involved? When you contemplate leaders you admire, how do you perceive the influence of their engagement within "the arena"? Sound off and give me your feedback in the comments below!

Referenced + Suggested from this Issue:

• Mere Christians Podcast Interview hosted by NY Times best-selling author Jordan Raynor featuring me discussion my leadership and personal story.
• The Catch 22 of Leadership (podcast episode hosted by Dr. Dr. Erica Jordan-Thomas
• Last Month's Newsletter: Lessons from the Valleys: Revisiting My Personal Leadership Story
• Forbes.com: The Leadership Differentiator - Dare to Enter the Arena