One of my favorite leadership professors often reminded his MBA students, “Leadership is not something that can be taught. Leadership is something you have to learn from experience.”
This newspaper’s editors exemplify the kind of positive leadership that benefits all Vermonters. For example, providing ideas for stemming Seasonal Affective Disorder (S.A.D.), which afflicts even the hardiest Vermonters, demonstrates the essence of servant leadership – a commitment to the well-being of others.
The newspaper’s editors are also astute enough to recognize that exposing the viewpoints of those who are not as altruistic can serve as valuable lessons in how not to lead. Over the past few months, we’ve witnessed a disturbing trend in op-eds and social media posts that spew vile verbiage about Vermont and, especially, Rutland. These scathing screeds, often laced with racism, sexism, and a profound disdain for the less fortunate, particularly the unhoused population, are deeply concerning.
The hostile harangues of these individuals have compelled me to coin a new acronym: S.A.D.D. – Self-Aggrandizing Disparagement Dungeon. Disgruntled denizens of the S.A.D.D. seem oblivious to the progress being made in Rutland by energetic, solution-driven leaders. For example, new economic development, including the promise of a downtown hotel and other beneficial growth spurred by organizations like CEDRR, Housing Trust of Rutland County, Roofs Over Rutland, and Habitat for Humanity. Yet, despite this progress, plus increased partnerships between the public and private sectors and enhanced public safety initiatives, the agitators of animosity persist.
The irony is that many of these antagonists seem to lack any genuine understanding of what constitutes effective leadership – commitment, conscientiousness, collaboration, and creativity. It raises serious questions about their media consumption habits. Do they truly engage with diverse perspectives, or do they exclusively seek out content that reinforces their own biases? It wouldn’t be surprising to learn that their primary interaction with the Herald involves scanning for fodder for their next tirade. Their lives seem consumed by nothing but grudges. So sad.
When I became a college business instructor myself, I tasked students with analyzing prominent leaders, including those with deep flaws – narcissism, dictatorship, even dangerous tendencies. Many of these leaders were driven by unchecked ambition, fueled by greed and a thirst for revenge, often leading to self-destruction. The most damaging leaders were those who fomented fear and division, while offering no concrete solutions or evidence of their own competence in delivering positive results.
This brings us back to the distressing op-ed writers and others who amplify negative narratives about Rutland in public forums. Particularly disheartening are those who claim that they alone can fix it (sound familiar?), or that they will make things “better.” They act as if they are heroes fighting against some vague foe yet offer few ideas for strategic solutions.
Consider the malicious mischaracterization of Rutland as “the dumping ground for the state’s homeless.” This blatant slur is not merely a tired cliché; it’s a deliberate attempt by some politicos to incite fear and loathing, and it raises serious questions about character.
The wisdom of Peter Drucker (1909-2005), the most influential leadership guru of the past century, offers a powerful antidote to this adversity. Drucker advised leaders to “Catch people doing something right” and advocated for “management by walking around” – observing staff in their natural work environment to gain valuable insights.
I often put Drucker’s advice into practice, personally and professionally, within our community. Last week, I attended several evening events in Rutland, engaging with dozens of passionate Vermonters. These events, sponsored by nonprofits as well as civic organizations, featured discussions about local issues and community resources for the greater good.
The Herald consistently highlights these events, showcasing the vibrant spirit of our region and state. They offer a shining counterpoint to the seething and squawking emanating from the Self-Aggrandizing Disparagement Dungeon. Obsessing against theoretical threats, bogus bogeymen, or pseudo scavengers only increases divisiveness and despair.
While challenges exist, it’s crucial to remember that Vermont has a long history of solidarity, reciprocity, innovation, and resilience. We need leaders who embrace those qualities, in all their interactions. New York Times writer David Brooks characterizes such leaders as “illuminators” vs. “diminishers.” Brooks writes that illuminators are those “…who make others feel seen, valued, and understood. They are genuinely curious about others, ask insightful questions, and listen attentively. They help people feel their thoughts and experiences matter.”
Just as business schools contrast case studies of failed leaders with those that inspire, reasonable adults can do the same: seek out leaders who enlighten, who amplify the positives, who engage in more constructive dialogue. Stemming the tide of grudge and sludge emanating from the S.A.D.D. should be everyone’s business, so that the light can triumph over the darkness.
