On the eve of the 10th anniversary of the September 11th tragedy, I pause and think about the stories of leadership that emerged during this world-altering event. Co-workers helped one another down smoke-filled stairwells. Firefighters entered buildings to save lives knowing they would likely never survive. Strangers reached out to those in need, and to those who were stranded. Stories of heroism and leadership were everywhere. Yet in many cases, those stories were not about people in positions of leadership. They were stories about ordinary people thrust into an extraordinary situation, who answered a call to lead in the midst of tragedy.
Tragedy has an incredible leveling effect. And perhaps for that reason, in times of tragedy, leaders emerge from unexpected corners. People who normally don’t have the organizational legitimacy to lead find themselves in a position to provide guidance, support and inspiration to others. The tragedy of September 11th was non-discriminatory. Posh executive suites were brought down in the rubble as quickly as mid-floor cubicles. Pentagon rank played no role in determining who lived and who died in the government building. And on the planes, first class and cabin passengers perished together.
Under normal circumstances, people defer to those in leadership positions to tell them what to do. But in a time of crisis, three critical advantages that those in traditional leadership positions normally have become available to others, which provides the opportunity for non-likely players to step into roles to lead and inspire.
- Leaders usually have more information. On an average day, those who hold leadership positions are generally privy to more (and often advance) information. Executives, often briefed by assistants, are in a better position of knowing what to do, how to respond, and what outcomes might result. In time of tragedy, information plays a critical role as well. On September 11th, cell phone calls to loved ones from UA Flight #93 provided information about what was happening. Those passengers with that information were best positioned to know the level of danger and urgency, and acted accordingly.
- Leaders usually have more relevant levels of experience. In most organizational structures people are promoted based on level of experience. As a result, those who are the leaders normally have more experience, and in a better position to know what to do, and how to lead. However, in times of tragedy, the definition of “relevance” is changed. On September 11th, emergency response experience was the only experience that was relevant. From the stations of NYC firefighters, some of the greatest stories of inspiration and leadership emerged.
- Leaders usually have disproportionate access to resources. One thing that gives leaders the ability to mobilize and execute is their ability to access both monetary and human resources. Tragic circumstances are no different. It’s just that the resources most valued were different. In the days following the attacks, what mattered wasn’t someone’s contact list. It wasn’t access to low-interest capital. Instead, some of the most valued resources were rental cars available in Canada, cell phones that had service, and generous hosts in countries with stranded Americans.
Perhaps an important message about leadership from September 11th is that the most critical quality of a leader is his/her willingness to lead. In our everyday lives, we have the opportunity to provide support and inspire people to do great things. But too often we don’t bother – because someone else is supposed to do it. After all, it’s easier to complain about how someone is not leading rather than choose to do so ourselves.
In tribute to those who lost their lives on that just-another-September-morning a decade ago, let’s dedicate ourselves to find more opportunities to reach out to someone in need, provide inspiration to a struggling child, or pledge our time and experience to a cause that needs a boost. We are all leaders if we choose to lead.
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