{"id":249,"date":"2018-09-29T16:19:56","date_gmt":"2018-09-29T23:19:56","guid":{"rendered":"https:\/\/create.twu.ca\/fourwinds\/?p=249"},"modified":"2018-10-12T09:05:32","modified_gmt":"2018-10-12T16:05:32","slug":"follow-the-leader","status":"publish","type":"post","link":"https:\/\/create.twu.ca\/fourwinds\/2018\/09\/29\/follow-the-leader\/","title":{"rendered":"Follow the Leader"},"content":{"rendered":"

For most of my professional life, I have felt drawn to those few and scattered profit-driven organizations that choose to lead with their values and hearts first, knowing full well that this commitment could unravel their entire existence.<\/p>\n

Corporate Activism. An oxymoron if there ever was one.<\/p>\n

Is it really possible for capitalism to thrive amidst unconventional leadership ideals which uphold social values and environmental justice before profits? Indeed, it is possible. Patagonia is a global outdoor and equipment apparel company which at its heart challenges the culture of consumption within the same community that they build profits upon. Strangely enough, with opinion leaders such as Rose Marcario, CEO of Patagonia, this formula continues to propel this organization towards even greater success and influence across the globe.<\/p>\n

Like some of her predecessors, Rose upholds Patagonia\u2019s mantra as \u201can experiment in doing business in unconventional ways\u201d. I follow Rose on LinkedIn,\u00a0link to profile,<\/a>\u00a0as one of her only public social media platforms because she extols the virtues of long-term visioning, strategic planning and being an instigator of change.<\/p>\n

With great humility, Rose was recognized and bestowed with honors from President Obama in 2015 for her tireless efforts working with families and establishment of child development centers. Beyond that, Rose actively participates in, and echoes others whom fight for onsite child care in businesses, more protection for public lands, better organic standards for soil, crops and clothing and finally, extolling the new reality that businesses no longer live in a vacuum, but in an interconnected world. Two of the most passionate ideas that Rose espouses are the tenants in how to end consumerism and how repairing clothing as a radical act. The optics and impact of these values are broad since both of these ideas sit in stark contrast to the common goals most businesses avoid in today\u2019s clothing industry.<\/p>\n

In her article titled End of Consumerism<\/em>, Rose Marcario (2017) speaks a hard truth that few in her industry would be willing to say. Rose states, \u201cwe endorse an economic model that works within the limits of the natural world, including the limits imposed by climate change and diversity loss\u201d. This worldview relates to my work as a leader in the sense that by example, Rose is willing to publicly and ethically declare her social consciousness and understanding in building a community that connects over issues that need serious, and often uncomfortable discussion. In his book titled Leadership<\/em>, Peter G. Northouse (2016) expresses that ethical leaders search for \u201cgoals that are compatible with the goals of followers and with society as a whole\u201d (p. 359). Like Rose, my organizational position allows me to buck the trend from the hierarchy above me in order in order to uniquely support the varying values and ideals of those in which I lead.<\/p>\n

Again, Rose opposes the status quo in promoting the benefits to the environment and lives of her followers when they seek out methods to repair and extend the life of clothing Patagonia sells, versus its common one-time use disposal. When discussing the current consuming discourse of our culture, Rose states, \u201cthese conditions create a society of product-consumers, not owners\u2026 and a pattern that is driving us towards ecological bankruptcy\u201d (Marcario, LinkedIn, 2015). For my leadership approaches, this concept highlights some good advice in terms of my degree of receptiveness and awareness (Northouse, 2016, p. 228) within the environment I lead and how I, or the products I sell impact the lives of others.<\/p>\n

Based upon the well-earned respect she commands worldwide, I am hesitant to believe that I would be in any position to give her advice. Nevertheless, my only suggestion would be to monitor and re-assess the multitude of ideas and concepts which she supports.\u00a0 Rose leads with some strong opinions alongside many worth-while causes and ideas, but I would look at reducing the rhetoric across many issues and focus on ideals and values which connect all the causes she believes in. In this, she may influence more people to becoming activists for their causes by using proven and practical methods for transformative actions.<\/p>\n

Rose has set the tone for her company as one that runs on trust rather than on authoritarian rule. Furthermore, apart from clarifying the big picture through visioning (which I often struggle with), by example through corporate activism, Rose illustrates the value of humility as a key tenant of leadership when exerted in a reciprocal approach. Like Rose, when she invites dialogue for improvement, she shifts leadership away from the focus upon traits of herself as a leader towards the mutual ability of the leader and follower to influence each other. In my own career, this approach is helpful to me in terms of building trust, respect and commitment towards collective visioning.<\/p>\n

Matt<\/p>\n

Chouinard, Y. (2016). let my people go surfing – The Education of a Reluctant Businessman.<\/em> New York: Penguin Books.<\/p>\n

Marcario, R. (2015, November 11). Repair as a Radical Act<\/em>. Retrieved from LinkedIn: https:\/\/www.linkedin.co.m\/pulse\/repair-radical-act-rose-marcario\/<\/p>\n

Marcario, R. (2017, November 24). End of Consumerism<\/em>. Retrieved from LinkedIn: https:\/\/linkedin.com\/pulse.end-consumerism-rose-marcario\/<\/p>\n

Northouse, P. G. (2016). Leadership: theory and practice<\/em> (Seventh ed.). Los Angeles: Sage Publications.<\/p>\n","protected":false},"excerpt":{"rendered":"

For most of my professional life, I have felt drawn to those few and scattered profit-driven organizations that choose to lead with their values and hearts first, knowing full well that this commitment could unravel their entire existence. Corporate Activism. An oxymoron if there ever was one. Is it really possible for capitalism to thrive … <\/p>\n

Continue reading “Follow the Leader”<\/span><\/a><\/p>\n","protected":false},"author":291,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[17,40],"tags":[46],"class_list":["post-249","post","type-post","status-publish","format-standard","hentry","category-ldrs500","category-unit-1","tag-follow-the-leader"],"_links":{"self":[{"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/posts\/249","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/users\/291"}],"replies":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/comments?post=249"}],"version-history":[{"count":18,"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/posts\/249\/revisions"}],"predecessor-version":[{"id":268,"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/posts\/249\/revisions\/268"}],"wp:attachment":[{"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/media?parent=249"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/categories?post=249"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/tags?post=249"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}