Leadership Position?

Although I’ve been retired for almost 10 years, after completing a 32-year career as the director of Facilities for a medium-sized (30 schools, total of 45 permanent buildings and many mobile classrooms) school district, I am still puzzled by the term “leadership position.” It is my belief that leadership is a function, and not a position. It is impossible to declare someone a leader simply by placing him or her in a position that requires leadership skills. To be an effective leader, one must possess the vision and the skills required to communicate the needed directives.

A clear plan, sufficient resources and a qualified group of participants are necessary to allow any leader to carry out the desired course.

Many times, it is assumed that the person in charge is a leader. This is not necessarily true. How often have you discovered that the one charged with the responsibility of carrying out a task was dependent on others to suggest an action plan?

Don’t misunderstand my point; it is always desirable for all persons assigned a particular task to actively take part in its implementation.

It is important to recognize that other members of the team may have a better idea. A true leader will recognize this. But a “leader” must issue direction, not take it from the staff.

I realize that to some that this is a matter of semantics, but I believe we need to start being honest about the roles some play in facility management and how we define them. Is someone a leader because he or she is a department head? Perhaps, but perhaps not; the actions are the defying factors, not the title.

Most of us can understand that we should be guided by and responsible to those in positions higher than ours. But many times we experience disappointment.

We sometimes question that person’s knowledge, instruction or ability. We often believe that he or she is out of touch or lacks motivation. It’s very easy to sit back and criticize those who manage us.

However, one must be fair. If we recognize our supervisors as true leaders, we will find it easier to get on board and take and follow direction.

If the example set by those expected to be leaders is one of melancholy or indifference, they can expect others to follow suit. It is the person that plans out, digs in, issues directives and follows up that can be termed a leader. They are leaders because of their actions and results, not simply titles or positions.

Leaders are at every level of any organization, from the director to the laborer. Given this, why do many still automatically consider the person at the top to be the sole leader?

Granted, the person in charge has final authority and responsibility for project success, but that alone does not make him or her a leader.

I guess my point is, that over the years I have encountered far too many people that claimed to be leaders solely because of their title. I have met more true leaders at the lower end of the payscale than in many boardrooms. I can recall one particular instance when, while touring a new facility with my superintendent, director of Finance and several board members, I watched as they all walked past a piece of trash on the floor. The head custodian for the building stopped me as I bent to pick it up and said, “that’s my job.”

Clearly it should be everyone’s job to pick it up, but only the custodian showed any leadership skills that day.

As stated at the outset, I am retired, but fervently believe that no matter where you are on the organizational chart you can be a leader. It is also true that no matter how high you are on the chart, you are not necessarily a leader.

The cold, hard reality is that position, status, salary, title or public perception does not make anyone a leader. Leaders are dedicated, forward-thinking individuals who are goal-oriented and open-minded. Leaders are everywhere, at every level, and most don’t seek recognition — they just lead.

Maybe I’m just an old-school kind of guy, but I believe deep in my heart that leadership is a function not a position, and should be recognized as such.

This article originally appeared in the School Planning & Management June 2013 issue of Spaces4Learning.

About the Author

Jim Vicar, is the executive director of SCSPMA (the South Carolina School Plant Management Association.)

Featured

  • Fellowes Launches New 3D Modular, Product Configurators

    Contract interiors and architectural solutions provider Fellowes recently announced the launch of new 3D modular and product configurators for several of its product lines, according to a news release. The new products offer SIF file integration and pricing for the Volo, Markerboards, Sena, and Rising product lines in connection with 3D Cloud, which provides 3D product visualization and 3D digital asset management.

  • University of Kentucky Sees Positive Results from Energy Efficiency Program

    The University of Kentucky in Lexington, Ky., recently announced the results of its Energy Program in Facilities Management, put into place eight years ago, according to a news release. Between the fiscal years of 2017 and 2025, the university’s campus grew by 13.6% while the energy use per square foot dropped by 19.2%.

  • University of Kansas Opens $400M Football Stadium Reconstruction

    The University of Kansas in Lawrence, Kan., recently announced that the $400-million reconstruction of David Booth Kansas Memorial Stadium is complete in time for the 2025 football season, according to a news release. The university partnered with Turner Construction Company on the project.

  • AP Construction Breaks Ground on Two Projects for Austin ISD

    Adolfson & Peterson Construction (AP) recently announced that it has broken ground on two renovation projects for the Austin Independent School District, according to a news release. The work at McCallum and Anderson High Schools totals 97,350 square feet and is scheduled for completion in January 2027.

Digital Edition