Three-dimensional leaders have these capacities: 

1. to focus long term on the mission the organization is relying upon them to achieve, while avoiding distractions; 
2. to rally resources so people reach their collective potential, and 
3. to convert within the context by strategically guiding the organization to adjust to the ever-changing relevant variables that impacts how the business must operate.  It is this mission, resources, and context (MRC) focus that provides tremendous outcomes for organizations. 

Two-dimensional leaders only perceive just one or two of the MRC operational elements. One-dimensional leaders do not focus on their organizations’ missions, but are enticed by distractions, overwhelmed by insecurities and/or consumed with name recognition, and the perks of power and control.  One-dimensional leadership is all about “me” – not the mission!

Great leaders demonstrate the character and competence to achieve the MRC three-dimensional capacity.  Leadership character means 

• resisting temptations to move the organization in directions that detract from its mission and purpose for existing; 
• knowing how to work with others in open, honest, and selfless ways to motivate what makes the organization successful; and 
• objectively analyzing variables to know which are relevant, and pursuing effective courses of action in relation to them.  

To achieve this three-dimensional leadership capacity requires the ability to “Submit Ego to the Mission” (SEM).  


Many people talk mission, but few keep the best interest of the organization at heart and walk out processes that are consistent with that day in and day out.  Many people say they make the best use of organizational resources, yet they mistreat people, who are the most valuable resource.  Many say they are objective, yet they allow others to leverage relationships to undermine what is best for the organization.  Are you a SEM master?

To get teams to perform well requires leadership to obtain synergy from the members’ diversity, so they work together to achieve “collective competence” as a team.  Consider football teams.   A football team needs people whose physical nature and psychology make them excellent offensive linemen.  It also needs some people whose bodies and mental chemistry make them good defensive linemen.  Teams need quarterbacks that are good at throwing, and tight ends and wide receivers whose bodies have longer limbs and arms that are great for running swiftly and catching things coming at them from various angles. Football teams also need running backs who bodies are powerful and agile to dart in and out of tight spots to outmaneuver others. There are other smaller, skinny people on football teams who are good at kicking.  Without this diversity, a football team cannot be successful. 

The challenge for a team getting synergy from its diversity is that each of the different players approaches the mission from varying psychological viewpoints.  An offensive lineman is wired to protect. The running back is wired to avoid others and run over those who can’t be avoided. The mind-set of a defensive lineman is to catch and tackle others aggressively. The mental focus of a quarterback is to hang tough and do whatever it takes to deliver the ball to another player.  A kicker is focused on accurately placing the ball onto various sections of the field or through the goal posts.  

A leader must understand the gifts, perspectives and roles individuals can contribute, and must motivate and inspire them to participate as effective team members. to achieve the mission that matters most. Are you the type of leader who can coach your team’s diverse perspectives and viewpoints so they achieve cooperative synergy to win for the organization?