THE IMPERFECT LEADER

CHAPTER 3

“The man who thinks he knows does not yet know as he ought to know.”

ANCIENT SAYING

Concluding with details about his experience at National Service Masters, the training company business plan, and his foray into consulting, Josh’s narrative came to a close.

“Quite a story,” George remarked. “Tell me, Josh, after all the jobs you held in various industries, what made you decide to pursue a consulting career?”

“Well,” Josh mused, “ultimately I suppose there were two factors behind my decision: First, I have always focused on developing and motivating my people, and because I was careful to demonstrate that I cared, they’ve always done a good job for me. Second, too frequently my bosses were driven by political correctness, situational ethics, personal ambition, or just plain greed. They were more focused on themselves than on motivating their people to get a job done. My intent was to teach leaders how to inspire employees to get great results.”

“A lofty goal,” George said. “Is that still what you want to do? Is it still important to you?”

“Frankly, George, I don’t know what I want to do. Nor do I know what I ought to do. After the false starts and roadblocks I’ve experienced, I’m not sure I know—with any confidence—what I’m capable of doing.”

George considered Josh’s words before responding: “Do you mind if I ask you a few questions?”

“Of course not,” Josh answered. “Fire away.”

Thoughtfully, George began: “First, Josh, what specifically are you trying to do in life? Second, what is it about you that is standing in the way?”

“What is it about me that is standing in the way?” Josh asked incredulously.

“Yes,” George replied, “And, what do you think you know—with absolute conviction—about your purpose in life?”

Silence.

After a pause George continued: “Finally, have you ever stopped to consider why someone would want to be led by you?”

Josh was stunned by the audacity of the man’s questions.