One sign of a great leader is when they can look back on a decision made several years ago and say, “Yup…I’d make the same decision today.”

As I watch the tragic events unfold in Ukraine, there is something that happened 20 years ago that has received absolutely no media attention. Most people don’t know that when the Soviet Union broke apart, Ukraine became the third largest nuclear power in the world with 600 Inter-Continental Ballistic Missiles (ICBM’s) each armed with ten nuclear tipped bombs that were aimed at the United States and western Europe. Three visionary leaders, Senators Sam Nunn and Richard Lugar and then Secretary of Defense William Perry all agreed to work together to try to convince Ukraine that it was not in their best interest to keep these missiles. The sticking point was the military officers who were responsible for these weapons did not want to relinquish them as they would then be out of a job and would have no way to support their families. Despite some vociferous opposition from those in the Congress objecting to “foreign aid”, Congress passed the Nunn-Lugar bill that appropriated money to build housing for the de-commissioned officers in Ukraine as a means of gaining their acceptance to dis-mantling their livelihoods. The amount was minuscule in the big scheme of things…maybe 200 million dollars. But over a period of two years in the mid nineties, William Perry traveled to Ukraine a total of four times to supervise the dis-mantling of 600 ICBM’s. The first trip was to supervise the removal of the 6,000 nuclear tipped warheads. The second time was to supervise the removal of the 600 missiles themselves. The third time was to blow up the 600 missile silos so that they could never again be used for hostile purposes. In my office to this day is a photo of William Perry pushing a button that set off the detonation of one of the silos.  The fourth trip was to plant crops in the fields that used to house missiles of death and destruction.

On one of the trips, the weather was so bad that the plane carrying us and the Ukrainian and the Russian Defense Ministers almost crashed after landing on an icy runway. Several people were injured including one of the Defense ministers but this was awfully important work and there was a sense of urgency to get it done quickly. As we watch the events continue to unfold in Ukraine, ponder for a moment how the media coverage would be different if there were still nuclear weapons there?

Three leaders saw a danger and they worked together for the common good to achieve an end despite withering criticism from many in Congress and some in the media. Think about that as we watch a Congress that can’t seem to agree on anything and so therefore, nothing gets done. What pressing problems 20 years into the future aren’t getting solved today because we can’t seem to come together for the common good?

A great leader plans and acts for the long term. As you think about your own leadership journey, think about the decisions you’ve made in years gone by and think about how you would have acted better or differently. Also, ask yourself are you taking the time now to plan for next year, the next five years or the next ten years or are you so stressed out now that you don’t have the clarity of mind to do so?  By the way, are you also coaching your subordinates in the art of leadership so they can help envision the future?

One of the mental exercises I often put myself through is to look at current events from a leadership perspective and continue my lifelong pursuit of self-improvement. There are two cases that fascinate and stand out for me. One is the Captain of the Italian Cruise Liner, the Costa Concordia, the ship that ran aground and sank two years ago and the other fascinating case study is Pope Francis.

As we all know, the Captain of the cruise liner is not taking responsibility for his actions. He is blaming his crew for running aground. He was the first one off the ship when it went down. When the final account is ultimately written, I am certain the facts will show some sailor or sailors on the bridge of that ship knew the ship was approaching danger but were AFRAID to raise their hand and challenge the Captain. In the US Navy, when the helmsman receives a confusing order, or one that he or she thinks is plain wrong, they are authorized to question that order by yelling out “Orders To The Helm?” Meaning, did you really want to do what you just ordered me to do? I will bet there was fear on the bridge of that ship, preventing the crew from challenging an autocratic Captain.

Contrast that leadership style with the leadership style of Pope Francis. While the Pope is still very much a work in progress, and regardless of your religious affiliation, I am fascinated by him and his humble leadership style. Instead of living in the Papal apartment, he lives in a simple dorm room. Instead of eating his meals in splendor, he eats at a communal dining facility. Instead of riding in an expensive automobile, he recently arrived to a state dinner in a used Ford Fusion. He calls people directly who write letters to him.

Here is how Wikipedia defines humility:

The term “humility” comes from the Latin word humilitas, a noun related to the adjective humilis, which may be translated as “humble”, but also as “grounded”, “from the earth”. See the English humus.[1]

Because the concept of humility addresses intrinsic self-worth, relationships and socialization as well as perspective, it is emphasized in religious practice, moral teaching and ethical study where the notion is often made more precise.

Mythology[edit]

Aidos, in Greek mythology, was the daimona (goddess) of shyness, shame and humility.[2] She was the quality that restrained human beings from wrong.

And…we are fascinated by him. I can’t read enough about him. One of the things I am paying more attention to these days is the subject of self-awareness and how we are showing up to our people. You have to know yourself before your people can ever come to know you.

At GLS Worldwide, we help leaders understand themselves by identifying their key strengths, limitations and blind spots. We then partner with them, leveraging their strengths to drive performance, productivity and results. Our proprietary TalMetrics assessment tool identifies strengths and focus on the most critical development opportunities that will help leaders reach their potential.