What Leads Us
An Obscure Quote; An Important Message
Over the course of my career, I’ve always returned to this (somewhat obscure) quote from the perennial candidate, Adlai Stevenson, who expressed his ardent belief in power of strongly held and demonstrated values.
At the 1952 Democratic National Convention, Stevenson forcefully explained,
“What counts now is not just what we are against, but what we are for. Who leads us is less important than what leads us — what convictions, what courage, what faith — win or lose. A man doesn't save a century, or a civilization, but a militant party wedded to a principle can.”
Adlai Stevenson, Library of Congress.
It might seem odd to be in a position of leadership and find encouragement in a quote that suggests the leader doesn’t matter — but I don’t really think that was Stevenson’s real point. Instead, I think the real message here is that without values, convictions, faith, and principles leaders are rudderless.
In the nonprofit world we might not use Stevenson’s exact language (“militant party wedded to a principle” might be a bit harsh in a grant application), but we’d be wise to take the broader message into account.
All to often, we find ourselves lured into the trap of thinking a new leader, program, position, tool, or plan will solve our problems. Often they can help, but only when an organization has a mission that everyone understands (board and staff alike) and can be quantifiably achieved by sticking to that mission and living those values.
Ultimately, a great leader proves Stevenson’s point — it’s not who leads, but what leads.
Looking back through the lessons of history, great leaders routinely demonstrate this axiom.
Abraham Lincoln had Union and emancipation. Harriet Tubman had freedom. FDR had his ‘four freedoms.’
There’s no question that leaders still need to exercise influence, empathy, oversight, example, and encouragement — but those who are successful are the leaders who have a clear and powerful mission to execute on. Perhaps it’s why preservation organizations, and many other nonprofits, can suffer from too broad a mission or set of values — confusing the team and supporters.
It's also why this part of planning, strategic and otherwise, is perhaps the most important, but the easiest to ignore or attempt to speed through. Getting the values — the mission — and the objectives set is imperative; in my opinion, the plan itself . . . not so much. Or, as Gen. Eisenhower better explained, “The plan is useless; it's the planning that's important.”
Leaders would be wise to meditate on Stevenson’s message — and to make sure our values are clear enough to assure victory.