Why Mitch Daniels didn't run for president in 2012: A leadership hyperbole
I just completed a weekend of travels across the Midwest and arrived back to my home state of Indiana. As I neared my home, I was able to gain a glimpse of Indiana through the eyes of other Americans traveling through. A much-maligned state, there are many good aspects to living in Indiana, especially when compared to states that seem to get a free pass on critiques (i.e. Ohio, Michigan, Minnesota, Wisconsin). But Indiana has one glaring problem to visitors and it's the elephant along the toll road that clearly (I think) kept our governor from feeling confident about his candidacy for our country's top office:
Indiana's toll road rest areas.
It would be difficult to tout reform, better use of the peoples' funds, and how to improve a state or country when your state features arguably the USA's dirtiest and least attractive rest areas. Now, the people who work there are fine – great people. It's not about them. (although they probably could use a pay raise). However, the 'physical' and visual representation of what best serves our state's visitors, what is attractive in landscaping, what is basic cleanliness and, well, 'rest-full" seems lost on those who manage the toll road.
Of course this doesn't fall back on Daniels, though he did push hard for selling the toll road's management in his "Major Moves" initiative. And, of course, this isn't the reason Mitch Daniels didn't run for president (thus the hyperbole). But, like most leadership positions, what happens under our w.atch reflects on how people perceive our ability to envision what could be possible. As I traveled about the Midwest, I was struck by the disparity with Ohio and its GORGEOUS rest areas, Michigan and it's pretty rest stops, and Illinois and its mall-like over-the-road oasis plazas. If the managing company invest in the 12 rest areas, it would be a bit step forward. I hope it's in their plans.
Two leadership phrases come to mind when I think of this example. These two phrases are ones I use when evaluating leaders, potential hires, and reflecting on my own work:
What do I 'hang my hat' on?
What is the experience of the people I'm leading?
So many leaders have positions, titles, and influence, but if you get 'close enough to inspect' what they've accomplished, there's not much actual fruit. What they put their reputation on is their title, that they ran the program, the ministry, or the process, but they can't name an outcome from that time and energy spent.
On the flip side, noting what you value can help you assess where you need to go in the future. It was early in my ministry when I realized one of the main values I held was that so many of our student leaders were heading into vocational ministry and that I wanted to eventually be a teacher for those who wanted to be full-time in non-profit work.
The second question gets dicier because we first have to value the input and perspective of those we lead. And many leaders don't do that. Some leaders talk poorly about youth, about students, and even about people they lead. The old joke that "ministry would be so much better if it weren't for the people" revealed a frustration, but also had a hidden value that leaders and their vision are what mattered most. And you can still see this in action today.
That doesn't sound like shepherding to me.
We need to be keenly in tune with the people we lead, with listening to what their experiences are in our programs, ministries, and under our leadership. We may have some points of contact with them, like rest areas meant to refresh and refuel, that aren't in step with where people are today. Or may be unclean and present a message that they're not valued. Or may be just plain ineffective.
I'm preparing to teach a course on evaluation and assessment and I'm reminded again at how little assessment is done in ministry and non-profit work. Over the coming weeks, I plan to offer some thoughts from the course. The last thing any of us want to do is to be leading forward and unaware that our point-of-contact with those who come through our programs are ineffective, in need of repair, or out of step. Like an Indiana toll road rest area.
