35TH ADMINISTRATION GRAND POLEMARCH
he seeks. Does the leader understand what needs to be done and how to get it done? And more importantly, are they capable of leading others in the effort to do it? For our organization, Competence also means the ability to connect Kappa to the world that we live in today. But the Commitment to perform according to the expectation of one’s leadership role is just as important. I believe that Character and competence without the commitment to do the job at a high-level is a waste of opportunity. It’s a failure to those who entrusted you with their vote, and it is assurance that we’ll remain locked in mediocrity moving forward. Journal: You did something non-tra- ditional and appointed seven new Province Polemarch’s from the podium during the final business session at the Grand Chapter Meeting. Why was it important for you to make the appointments in that setting? McMikle: Appointing new Province Polemarchs after installation is an expected practice. However, those appointments usually happen in the weeks following a Grand Chapter Meeting (except for vacancies created by a sitting Province Polemarchs that is elevated to a Grand Chapter posi- tion). I wanted to elevate all of the new Province Polemarchs in front of the full assembly of the fraternity so that everyone would know, and that every- one could see who would be leading in such critical fraternal roles moving forward. I also wanted them to have (what I thought was) the awesome experience of being appointed and
Informed, Involved, and Invested: Grand Polemarch Jimmy McMikle and the 35th Administration’s blueprint for leadership.
that leadership responsibility presents to create impactful change. I hope to impart the understanding to our membership that a commitment to growth and development as a leader is just as important and necessary as the desire to lead. As a result, during the 35th Administration’s tenure, we’re going to be providing a lot of “outside the box” opportunities to train and develop Kappa men and expand their leadership capacity. And there’ll be a diversity of offerings. Some trainings will be open for any brother within the general membership who seeks leadership growth opportunities. Some of the training offerings will be chapter Polemarch (and other officer position) specific trainings to create stronger leaders to grow stronger chapters. I believe that we’ll be better as an organization when we have more competent leaders on board serving and in the pipeline. Journal: You have a very well-defined belief system about the profile of a
good leader. Enlighten us! McMikle: I probably sound like a broken record at this point when describing (what I believe character- izes) the best leaders. But I’ll keep saying it until I meet someone who can disprove my theory. Those familiar with my leadership philosophies know my belief that the tenets of Character, Competence and Commit- ment describe the essential mix that defines an effective leader. I believe that the absence of any one of those qualities, limits overall leadership effectiveness. The character of a leader should be above reproach. It should be honorable, rooted in integrity, exude trustworthiness, garner respect and be responsible in nature. That character should reflect the image of the organization itself, and the actions of a leader’s character should bring honor to the organization in which he leads. Competence is that quality that defines a person’s ability to actually meet the leadership challenge that
26 THE JOURNAL ♦ SUMMER 2023
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