Tammy Morin Nakashima
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www.wildmanphotography.com
LEADERSHIP
O
The Leader’s Chair
ne day you look around and realize you are the one who is sitting in the “Leader’s Chair.” It is reserved for people whose responsibility it is to motivate themselves and others to do the right thing, set the direction, and build an exciting and inspiring vision to which others will be proud to contribute. It’s maybe because you’ve grown your business to a size where you have more staff or your passion and dedication to an organization have led you to take the next step. Assuming the role of leader invites challenges and change, risk and reward. There are myriad articles, books, thoughts, and comments that define a leader. They highlight traits, attributes, and pitfalls. The insights and teachings seem endless. I’ll share just a few such writings. Adam Enfroy writes, “Being a leader means defining and exhibiting moral and ethical courage and setting an example for everyone in the company. “Being a leader forces you to analyze your own strengths and weaknesses, as well as those of the company and enables you to develop a good sense of reality.” The most important qualities of a good leader include integrity,
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“Being a leader means defining and exhibiting moral and ethical courage and setting an example for everyone in the company. accountability, empathy, humility, resilience, vision, influence, and positivity.” Steve Jobs said, “Management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could.” Brene Brown says, “I define a leader as anyone who takes responsibility for finding the potential in people and processes and who has the courage to develop that potential.” Common to the many quips I read (I have spared you from listing them all!) was courage. That is easily an embraceable trait. Who doesn’t want to be considered courageous, especially in leadership?
myself sitting in the leadership chair. And each came by its own evolution. As a sole practitioner, I had a vision. I knew the direction I needed to go and essentially how to navigate that road. Growing to a staff roster of 2 then 3 and eventually 5 brought about significant change. A one-person office had grown into a team. Forging along that journey meant embracing some vulnerability. It mandated that I examine my own strengths and weaknesses to determine how to build an effective team. It required communication and a willingness to listen. It meant being courageous enough to trust others to do some of the jobs that were once mine . . . it meant relinquishing some control and embracing change. Early on I implemented the practice of regular staff meetings. I ask staff members to prepare to share 3 things at the meeting that are working for them and 2 or 3 things they would like to see changed.
Ms. Brown goes on to note in her book, Dare to Lead, “The foundational skill of couragebuilding is the willingness and ability to rumble with vulnerability… . Our ability to be daring leaders will never be greater than our capacity for vulnerability.”
That is a vulnerable moment for each speaker, for the colleagues, and for me. Initially, there was apprehension to speak . . . Fear. I don’t want to offend anyone. Is the thing on my mind actually important? How will it be received? What will change look like?
In each of my experiences in growing my BC Notary business and as a Board member, I found
It is important to know the valued core-competencies that staff members want to protect.
BC Notaries Association
Volume 29 Number 1 Spring 2020
