To grow good writers, like good leaders, we have a part to play in an unspoken but necessary social contract in which it’s required of us to hold them to task and provide an environment for them to get better at what they do. And before we unpack this loaded statement, let’s take a breath together. <breathe, please>
The sentence begins with a series of assumptions (the reader is in a democratic place, has the ability and want for good writers and good leaders), and includes an agreed upon definition of ‘good’ in relation to ‘writers’ and ‘leaders’ with a not-so-thinly-veiled layer of morality. A ‘social contract’ assumes the reader is part of a type of a (likely privileged) society, participates in it, and understands the role they play. Further, there’s an assumption we want to improve: on our participation, our status, ourselves as people along that scale of ‘good’ for themselves and the world in which they belong (the immediate and greater).
A reader can infer a lot about the writer from a seemingly simple sentence presented as opinion editorial. Recently I had opportunity to briefly discuss my inherent assumption of the social contract (thank you, Christine & David), that there is one, and how I use it as a lens through which to view my participation and the engagement of others. The conversation was challenging, but not a challenge of my ideas and perspective; it required me to ask questions of myself and in doing so helped me to better see my own lens (read: bias). As a writer, my continued development requires an awareness and it’s something I struggle to remind myself of.
While it’s part of our social contract to engage with each other and our leaders (political, employment, community), it behooves us to do so constructively (another term loaded with assumption). On my new writing platform I’ve written about leading with heart (my friend Sandra Oldfield) and I subscribe to general concepts of leadership as touched on by poet and author David Whyte. A strong element of ‘good’ (assumption) leadership is the willingness to be vulnerable, allowing space for those around you to do the work they’re meant to do and, in doing this work, provide breathing room and growth opportunities for those in positions of leadership. It’s akin to geese flying south, each taking turns to lead; if one remained in the leadership space, it would be exhausted and the whole flying V would fail. Geese are emblematic of offering that space, of showing their vulnerabilities (“hey, I can’t do this alone”), of asking for help.
From small businesses to larger corporate organizations, good leadership can make or break its workplace culture and the culture within which the business operates. I have experience with all aspects along this spectrum, from great leaders in small businesses to poor leaders in larger ones and vice-versa. One common fault with poor leaders is an inability or reluctance to see success in others as their own. One universal strength in great leaders is the value they place on the successes of their team, as individuals and a larger group. Basically, good leaders give a damn about the people around them.
Part of my social contract as a writer involves engaging with my surroundings, looking for, and seeing, these differences. At present my surroundings include a still somewhat fragile and relatively new BC wine industry, growing at a fast rate. It’s an industry I love and believe in, populated largely with people who work tirelessly for something they might not realize in their lifetime. Friends, acquaintances, colleagues put forward a vision larger than themselves and strive to see it – and others – succeed. That’s leadership, from the ground up. A large part of my role is to identify those people, champion for them, and help direct a small light their way whenever I can.
This shining of light on the good in our industry comes with the equally important task of doing the same in the darker corners that we’d rather not speak of. Perhaps it’s part of that hard to define Canadianism where politeness obscures a need for frankness, but I struggle with how to mindfully engage these darker corners publicly – although I have an obligation (social contract) to do so. However, earlier this week I broke free of my reluctance and asked a difficult question in a very public forum. I didn’t expect an answer, although I do expect some attention be paid to it and will follow up.
And so, here is the start of an open correspondence with one of the new leaders in the BC wine community.
Mr. Peller, I’m a writer who pays attention to BC wine. Almost exclusively, as a matter of fact. I have been a small voiced champion of the BC wine industry for 1o years, since I moved to the Okanagan in 2007 and began to write. Like BC wine, my platform is small. And like a good amount writers I have a day job to pay the mortgage because many of those in our BC wine industry who value the contributions of people like me don’t always have the resources to support me with regularity. But here I am.
My commitment to the BC wine industry is in continuing to champion the great things being done by nice people who are good leaders, and now with equal weight I’m committed to holding to task those in positions of leadership within the BC wine community who have the resources and strength to truly lead. People like you and your organization. Your new social contract with the BC wine industry began the moment the physical contracts for your recent acquisitions were signed. Please know this, truly, deeply, and hold it with much gravity.
You are not alone. You have the strength of the BC wine community with you should you choose to engage with it, as good leaders. Your success can be found in those within the community you help to lead, and that happens when we’re united in realizing our collective success.
Before we head down the road of any five-point-plans, we need to look within ourselves to be the community team I know is there. That takes courage and a willingness to be vulnerable. I’ve seen it in every facet of this BC wine community. I hope you, Mr. Peller, can see it too. I hope you’re willing to be vulnerable. That’s the kind of leader that can help realize the collective success of the most awesome group of skill, talent, and dedication that is within our BC wine community.
I’ll be in touch. My people – well, I – will contact your people.