The October 30, 2025 leadership “To the Point” blog on Imitation-Worthy Leadership drew dialog and, I’m told, scrutiny over word choice. And an even greater interest from readers in citing the “other type” of professional “models” — those who taught us what NOT to do.

But the blog sparked thought, as it should.

While the last one focused on those that went before us and linked us to the present, Part 2 examines those we are supposed to “help stand in good stead.”

While good managers should be able to cite those who molded them, they should also be able to name proteges of their own. Take a moment to consider who’s benefited from your best management work.

Your examples need not have some grand definition of greatness. Here are a few to jump-start your own thought processes:

• The greenhorn who did not recognize their own potential — but discovered it and achieved it.
• The person who grew — by an order of magnitude — as a result of learning something new, or a new way of thinking via your evaluation and teaching
• The one who was tested through trial, and thus forever draws upon that experience with confidence.
• The one who found meaning and purpose as you “turned a light bulb on for them.”
• The burned-out, starting-over individual or even smarter-than-you hire who you got off to a quick start in a new-to-them trade or way of doing business.

Most satisfying are those instances when you saw something no one else appeared to see and got the individual to realize their potential. And one day look back and see someone very different than the one who first arrived under your care.

Personal Proteges

There was a time in my career (before arriving at Lessiter Media) when W-2 constraints at my employer required a near-singular focus of developing fresh college grads. It was a fact of life, and I approached those days as a baseball GM would his “farm system.” It was difficult at times (including teaching 101 classes in office behavior and travel/networking) but energizing when it worked.

It would be challenging to retain some of them once they gained experience far sooner than their peers, but those days of limited resources brought the very best primer about management. (And to train for “our way” of doing things — at least then the bad habits were ours to own).

Managing — without a lot of preparation — at age 24 could’ve resulted in a cautionary tale. I suspect some of the board members were skeptical of giving a 20-something the wheel of their primary profit center.

In my case, things worked because of the confidence and direction of mentors and influencers (see previous blog), and some good young hires who were eager to learn — and follow.

If either would have been absent, I end up in a very different place — or at least on a very different schedule — than where I am today.

In the last blog, we covered those in the chain before that molded us. I also can cite a number of “next links” that I’m proud of and, yes, I ought to have a few after 33 years. A few come to mind:

One whose job was the line if they didn’t immediately learn new skills and methods that got by us all in the hiring process, but who responded and thrived … One who shined as supervisor once a dictatorial manager was removed … Several who’d never seen a financial statement nor made a sale of any kind and found an unexpected, fun and challenging career path … Those who responded to candid feedback on “interpersonal issues” and found greater heights, including eventually leading others.

Of course, there are the cases I’d gladly take a do-over with, knowing what I know today. But reflection is the purpose of this blog installment, which covers the “next link” in the chain.

Managing Means More Than Maintaining

In today’s world, management often means something different than it did yesteryear. The title appears on a lot of signature lines of people who might manage processes or outcomes yet have no direct reports.

For the purposes of this dialog, let’s look at management as developing and directing talent.

And if expectations are ever-changing for individuals, departments and organizations, then one cannot practice “roll out the ball management.” Is there any position or workgroup today that is unchanged from a few years ago? The people, the technology and demands are always changing.

Elite managers should be able to quickly cite specific achievements of those good employees they’ve led, examining the deltas of expectations and skills from that first day to the present.

Niceness Ain’t Always Being Nice

Coming of age when some of us “gray-hairs” did allow a freer type of candor. The next-generation of managers — and individuals they’re managing — is very different.

But one thing I regularly see are those uncomfortable with accountability conversations, even when this very act is responsible for most of the growth both parties say they want and expect. As my mentor has said on numerous occasions, “You aren’t doing them any favors by not expecting more of them and avoiding dealing with deficiencies right there and then.”

Managers must be willing to test and demand more of their staff, to give them real responsibilities and expectations, but also get up in their grill when needed. In an earlier blog, 'Who Brought Out YOUR Very Best?’ we borrowed the words of retired U.S. Air Force Colonel Kim “KC” Nichole Reed-Campbell. “We can be strong, and we can be compassionate at the same time,” she says. “We can be tough, and we can be kind.”

We must all find ways to expose our reports to learning opportunities and/or additional models of excellence. Some staffers must be actively shoved from their comfort zone. Forward progress is required of all — and each month.

You can argue that a manager “carrying someone” without increasing expectations is a dereliction of duty. Because it puts the individual at risk of irrelevance — and that catches up to them even in the best performing companies.

The Symbolics of the Steel Links

My formative years in the professional world were spent covering the foundry industry. Decades later, the symbolism of metallurgical processes to human management still remains.

If we, as managers, don’t support and move the next-generation talent — that next link in the chain — into the high temperatures that will harden and temper them, they will not achieve the needed strength and toughness.

In metallurgy terms, tensile strength measures the load that can be supported before fracture occurs.

It’s the responsibility of the current link to enjoin the next link and prepare it for what’s ahead; to equip for the load ahead and teach them to anticipate and respond to ever-increasing challenges.

And it can start today.

Up Next is Part 3: “Leadership from Behind”

Imitation-Worthy Leadership

Published October 30, 2025

Who are you modeling as you refine your leadership? And what are you showing those following you?

In our business reporting, we’ll gladly take a practical idea or lesson anywhere and from anyone. That includes, without apology, the sage wisdom that can be picked by showing up in the pew on Sunday mornings.

This week, a message on Philippians 2:19-30 dove deep into what defines servant leadership, mission and responsibility.

The sermon, expertly delivered by Spring Creek Church Pastor Matt Morton, offered undeniable connections to the business world, too. He painted a picture of leadership as iron links in the broader chain, and which connects you to both those who’ve gone before and will go after.

We’ll get to that in a moment.

Beyond the obvious reason for any entity’s existence, it’s commonly accepted that the purpose of a company is to survive. In the same way, we can look at leadership as a purpose that extends beyond any given point in time — and that "true leaders" are always preparing future leaders.

As the saying goes, management and leadership afford great power, but also great responsibility.

Shining Traits of Leaders

In his message, Morton describes 4 traits of shining stars evident from those 11 verses. I’ll paraphrase his points below.

1. Centered. Leaders know what they are here to do and know their "on-purpose" path to it. Morton illustrates such discipline with an analogy to the atomic clock (calibrated by the U.S. Naval Observatory). In simple terms, each of our smartwatches are constantly set to this standard, and recalibrates any deviation. By the way, Morton says that it is accurate to a degree of 1 second every 300 million years

2. Selfless. True leadership is an authentic concern for others, not oneself. It’s easier said than practiced, but an adherence to this idea actually makes decisionmaking easy. We have a saying around here from Patrick Sharpe, Lessiter Media's chief operating officer, that he calls the LM Decision Tree (see boxed item below). It brings motivations out into the open.

3. Courageous. Similarly, leaders routinely risk “self” to do what’s right in pursuit of the overall mission. In an extreme example, Morton recalls the Battle of the Alamo in 1836 and the story of messenger James Bonham. He rode past enemy lines twice to seek reinforcements for the fort under siege from Mexico. And twice he was refused help. Against directives, he chose to ride back to the San Antonio garrison (and to his own mortality) because commander Buck Travis deserved to know no further help was coming. The mission is worth the cause, even in failure, or Bonham’s and Travis’ case, death. When matched to the mission, leaders can be fearless.

4. Steadfast. Proven leadership is not for the faint of heart and requires perseverance. One’s steadfastness provides the same in others, and provides that courage to those who follow you.

What is Your Story?

Morton asks us who we have chosen to model. And are you calibrating to the minimum requirements, to a national leader, or to social media that represents the changing values of culture?

For me, I became a first-time manager at a manufacturing trade association (my first management of any kind) at age 24. If I’m honest, I was over my skis. The awareness of the “first 100 days” concept drew additional pressure to prove that “the kid” had what it took.

I leaned into the executives I was reporting on; most who were 30-60 years my senior. I found that the "old guard" embraced the “young-in” and helped me discover not only the answers, but the right questions to ask. Careful observation showed not only how to carry myself, but also where and how to do things differently. After all, you gotta cut your own way in a style that works for you ...

I’ll admit there were times I stumbled, fell (with support to keep me from the “hole-in-the-boat” failures) and faced doubts. But that education in management and leadership started out of necessity back in 1993 and is still a work-in-progress 3 decades later.

By whom do you calibrate yourself as a leader? Why?

You're a Model for Others

Morton shared his story of an aggressive summiting adventure he made with a friend carrying his toddler son on his back. As the trek grew surprisingly harder and seemingly never-ending, Morton wanted to quit. But if his friend could endure it with the extra burden, so could he. “He kept me going,” he says.

What others often forget is that another is rising up to the challenge through watching you. Most of us behave because we learned from someone ahead of us. That’s how life’s greatest lessons get passed down.

Is that next link in the chain secure?

Take Action

The question is whether one's style of leadership is “worth” imitation from the next generation.

A convicting question, to be sure, but it can also be freeing.

First is the presence of the standard itself. If you can define a certain standard for yourself and others, you’ll eliminate a lot of gray area in management. Adherence to the standard may require correction, but the standard itself is non-negotiable.

Second is the idea of reflecting on how trusted mentors might have respond to any given situation you face. If you’ve been blessed with strong models, you can mentally “call on them” to consider how they would've responded.

Now, I’m not suggesting you need to wear a bracelet with the acronym the W-W-X-D — “what would (insert name) do?” — but asking the question can move the gray to black and white.

If you agree with the mission and thoughtfully prepare and execute your plan to the best of your ability — at that given time — then it also means you can be confident in doing what’s right for the “long game.” This mindset allows you to park all self-doubt and second guessing. That’s faith in the mission and yourself in pursuing it.

Final Thoughts …

• As the younger generation matures and faces even more complex situations than we may have experienced in our day, they will search for those to follow. They’ll need those “profiles in leadership.” It may be us.
• Smarts do not equal exemplary management and leadership. In fact, hubris can get in the way. Starting the leadership journey before one is “ready” brings a natural commitment and study. 
• I have had some luck in probing management candidates about their most admired sports coaching figure. You can tell a lot about what they value most based on the response. Yet a better idea would be to broaden the question to ask about those who refined their management style — coaches, teachers, colleagues, prior managers,  pastors, historical figures, etc. You’ll quickly see who is in tune and/or a student of leadership principles. Conversely, a flustered, stuttered or no-answer is equally telling.
• Author Stephen Covey asks us to “think of the end in mind” and what we hope one day will be said at our funerals. What legacy do you hope to leave?

• Unlike the theme of the famed Whitney Houston song, we should be willing to walk in someone else’s shadows. And the good ones will know when to kick their followers up to the front of the line and thus cast a shadow for others.

The topic naturally brings an appreciation for those of our past. I’m lucky to have observed some greats who helped me find my own voice. To name a few, these include Dwight, Dave, Ian, Frank, Ken, Norris, George, Bill, Conner, John, Gene, Pam, Peter, Ward, Don, Jim, Mike, Patrick, Jerry, Tom, Leo and Jack. 

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