“It is in the interest of tyrants to reduce people to ignorance and vice.” Samuel Adams.
“No taxation without representation,” was a 1760s outcry of the people of the original thirteen colonies. American colonists increasingly resented having taxes levied upon them without having any legislators they elected who were voting in Parliament in London. Benjamin Franklin stated, “it is suppos’d an undoubted Right of Englishmen not to be taxed but by their own Consent given thro’ their Representatives.” (Source: Congress.gov). The Stamp Act of 1765 and the Townshend Acts (1766-77) were the most popular examples of taxes or rules levied on the colonies where the colonist had no voice or representation. These and other oppressive policies led to the American Revolution and the birth of America – a birth we celebrate this year. Along with celebrating our founding, we should reflect on the leadership lessons it provides us.
Welcome to installment number five of my leadership celebration of America 250. If you are just joining me, I invite you to visit my earlier installments found right here in my Substack account. This year along with celebrating my country’s 250th Birthday – the Semiquincentennial in grand fashion at the beach with family and friends, I’ll celebrate 10-years since my retirement from a 27-year military career. This year I’ll reunite with paratroopers I fought with in Afghanistan for a ceremony honoring our unit. A baby will be born; a parent will turn 80 and I’ll celebrate my forty year high school graduation. I might even get a tattoo! I have much to celebrate this year but the Semiquincentennial eclipses all of it. Because of this, I’ll celebrate the best way I know how – writing about leadership.
We are indeed the beneficiaries of the wisdom, courage, and leadership of our founding fathers. As I pondered 2026 late last year, I thought about my writings – where I would take them, specifically, what topics I’d cover to celebrate America’s 250th birthday. I knew before I wrote the first sentence there would be a surplus of leadership lessons to recall and refresh for the America we live in today – for leadership. “Taxation without representation,” hit me just the other day. “Yes of course,” I thought. Leadership without representation is not leadership.
Historian or not, most Americans know the very spirit of our country is embodied in the statement, “We The People.” “We The People,” the famed opening line of the United States Constitution, the world’s longest surviving written charter of government, affirms that the government of the United States exists to serve its citizens. (source: Senate.gov). So too does every leadership position ever created. Leadership experts all agree, the title leader does not make an individual a leader. How that person leads (or fails to) makes them a leader. Anyone bestowed the honor of holding a leadership position must understand this deeply. I’ve seen too many leaders who fail to recognize and honor the position they hold. Leadership positions exist for many reasons. Primarily they exist to steer the organization keep it healthy, competitive, and care for its people. Leadership positions are created to solve problems, seek stake holders, and build consensus among disparate parties. The list goes on and I cannot overstate the need for leaders to reflect – formally about their role, why it exists and how they should honor it. This meditation must be informed by ‘led’ or the ‘governed.’ As we reflect on 1776, here are my thoughts on how to achieve “taxation with representation,” or how to involve the led – your people.
Visit them. I don’t mean, “good morning, Sam.” I’m talking about being present and engaged with your people. Nothing else in those moments must distract you the leader. See how they are doing, what they are doing, and what they need. Build trust first and demonstrate that you genuinely care about them and the organization. This can occur by visiting them. Once you have a solid relationship built on trust, you can probe with questions and problems statements which allow them to share their input or achieve representation.
Here is an example. “Jasmine, you know we are working on the new customer experience portal. Describe how you believe it should function, specifically, talk in terms of clicks – how many there are and how they contribute. I’d like to have your input as we develop and unveil it.” Be sharp, not vague with your inquiry. Here is a blog on that. Here is another example. “Jon, here are three options for the new vacation policy. I’d like your vote on which one you like best. By the end of the week tell me which one gets your vote and why. Thanks.” These approaches give Jasmine and Jon ‘skin in the game.’ They have representation in what the organization is doing or about to do. I caution you though. Because you are a leader you may receive the feedback they believe you want. This is sometimes inescapable. Some of the represented may not want to ruffle feathers. Don’t let this stop you though. Visit them.
Find your sergeant. Here is another blog link for you on this topic. What I mean by this is find your ambassador or voice of your people. As a commander in the U.S. Army, I had a senior enlisted member as a teammate – a First Sergeant or Sergeant Major. These men served as the voice of our constituents or the represented. They had advanced through the ranks and knew what life was like in the ‘rank and file.’ They could understand our people on a deeper level. They could tap into subordinate leaders to get the pulse of the organization and seek feedback before we created policies and missions. HR may serve this role for you. A subordinate with longevity and experience in the organization may be a perfect representative akin to a Congressman or Congresswoman who represents their constituents. Find your sergeant.
Sensing sessions and surveys work great. Here is a blog on sensing sessions. Sensing sessions and surveys are wonderful ways to collect autonomous feedback. Representatives share feedback or select options which give them a voice. Be thoughtful and deliberate with your questions. Allow for open responses to give your people a chance to be represented.
When you have made decisions, created polices, or issued orders, explain your intent and highlight how your people were represented. You may not always like their desires but take them seriously and see if they can be met. You’ll achieve greater loyalty and ownership. Alternatively, you can ignore your people or constituents or tax them without their representation. Be forewarned, you may have a revolution on your hands! If you choose that path, you better hope you don’t have a George Washington equivalent on your team. Give your people representation.
Read more from Rob here.
