Although firework displays have been taking place for well over a week where I live, November 5 is the ‘official’ date that commemorates Guy Fawkes’ failed Gunpowder Plot to blow up the House of Lords in 1605. His effigy is traditionally burned on a bonfire, commonly accompanied by a firework display.
A tip off and search during the early hours of November 5, 1605 found Fawkes guarding the explosives. Over the next few days, he was arrested, questioned and tortured. Fawkes eventually confessed and was convicted of high treason. Immediately before his execution on January 31, 1606, he jumped from the hangman’s gallows and broke his neck, avoiding the agony of being hung, drawn and quartered that followed.
While I don’t agree with his beliefs and politics and certainly I don’t condone his violent actions, there are some lessons about leadership we can take from Guy Fawkes.
Ask yourself these questions:
- Are you clear and passionate about your personal values and beliefs?
- Are you clear and passionate about your organisation’s values and beliefs?
- Are you personal values and beliefs in alignment with your organisation’s?
- Do you consistently act/behave in alignment with your values and beliefs?
- Are you willing to do whatever you it takes – ethically and honestly – to achieve your goals and those of your organisation?
If the answer to any of these questions ‘no’, it’s likely you have some anxieties because of the mismatch. And this may impact on how you behave/act, causing underperformance through a lack of motivation and commitment.
In his most popular book The 7 Habits of Highly Effective People that has sold over 25 million copies since it was published in 1989, Dr. Stephen Covey writes:
“If the ladder is not leaning against the right wall, every step we take just gets us to the wrong place faster.”
So what will that encourage you to do as a result? There may not be fireworks, though there may certainly be tears if you do nothing. Under huge pressure, many people end up like Guy Fawkes, jumping before they are pushed. And in doing so, the organisation never changes.
What do you think? What’s your experience? Post a reply. It will be great to hear from you.
Leadership Insights 