I just returned from having the privilege of lecturing at a university in Kiev, Ukraine. It has been a little over a decade since the Ukrainians ventured into the foray of capitalism, and like any other renewal movement they have their challenges. It reminded me of Maslow's theory about change; the paradox is that improvement in human affairs leads not to satisfaction but discontent. It creates a discrepancy between what people have and what they now see is possible to have. In business lingo this means that things usually get worse before they get better.

With the first round of bankruptcies filed and the stark realization that operating a successful business takes more than a loan and an "Open for Business" sign, my multi-generational Ukrainian students were eager to study the topic of managerial-leadership. Midway through the week it occurred to me that I was in a room full of first-generation entrepreneurs. Many had very little, if any, exposure to a business mentor. In my opinion, their greatest challenge was learning how to replicate themselves in their organizations.

A business or organization can only grow as big as how small as you, its leader, is willing to become. This is what Jim Collins, author of Good To Great, calls "Level 5 Leadership." He states that Level 5 Leaders lead with "egoless clarity."1 One of the greatest challenges of my Eastern European colleagues was the idea of empowerment or more specifically sponsorship. Empowerment is not about giving power to people in your organization but recognizing that they already have power. The key is to create an environment in which they can use their power. Warren Bennis refers to this concept as "allowing your subordinates to deploy their very best self."2 Perhaps sponsorship could be thought of as taking empowerment one-step further by lending your credibility to provide opportunity to someone who otherwise would not have had it.

About ten years ago I received a call from a friend who at the time was a successful business consultant. He had built a great reputation with a large insurance firm that wanted to initiate an organization-wide ‘empowerment' program. The subject of his call was an invitation for me to lead the consultation. Up until that time, most of my work was with non-profits or small companies. He must have sensed the reluctance in my voice and therefore launched a litany of platitudes that challenged the bandwidth of the fiber optics network over which we were talking. When he finally drew a breath I responded by saying, "I don't think I have the credentials for this scale of project yet." His retort was, "I know you don't, but I do. My credibility is getting you in the door, and then it is your responsibility to establish your own credibility from there. And by the way, don't screw it up." Jean Lipman-Blumen, author of Connective Leadership, would label Andrew's behavior "Entrusting Leadership."3 She suggests that entrusting leaders assume that everyone in their orbit wants to get involved and help. They feel comfortable placing their most important tasks in the hands of associates, whom they rely upon to fulfill their vision. They also tend to be less egocentric than other types of leaders.

Last Spring, a company I enjoy working with on a regular basis invited me to speak at an event held for their peak performers. I had been given direction to speak on the theme of goal setting. One afternoon during one of the breaks, a winsome man (they're all winsome at these events) in perhaps his late fifties asked to speak with me privately. When alone his persona shifted from the effervescent to the contemplative. He asked, "What do you do when you have reached all of your goals?" I was aware that this peak performer had led his company in sales for many years. Somehow I didn't think that "Make more goals" was an ecclesiastical enough response. My mind flashed back to a great book written by Bob Buford called Halftime. His primary point was that the first half of your working life is about success and the second half is about significance. I suggested to my fellow sojourner that he might consider sponsoring others in his company to reach their goals. A few weeks later I received an email from him. Having accepted the challenge to invest in the success of his subordinates, he found his work to be more challenging and meaningful than ever.

Your credibility has organizational value. Is it being put to work in someone? The next time you see a corporate logo on a scoreboard, think about whom you want to sponsor next. It's a win-win!

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