the Missouri River to its source and proceeding from there to the
Pacific Ocean. The land he would be traveling was unknown to
him. How do you pack for a trip that is literally “beyond the map”?
While he brought as many supplies as he could, his approach
was to recruit men—starting with Captain William Clark—who
could live off the land and adapt to unexpected situations. These
men were prepared to learn and improvise as they went along.
And as it turned out, it was their good fortune to meet knowl-
edgeable guides and mentors, including the teenager Sacagawea,
who provided the resources they needed.
Likewise, today’s leaders, entering a rapidly changing world,
are also exploring “beyond the map.” The ability to learn as we
go and leverage weaknesses may be tomorrow’s most important
leadership skill.Compensate, and Dodge Disaster
Billy Graham is a positive person, but not because he believes
in himself. He is positive because he has faith that God is going to
work, and he is constantly aware of his own human limitations.
John Akers, for decades the point person for Billy’s high-level,
international initiatives, told us, “Billy was wholly afraid that he
would bring about disrepute to the gospel. He realized the poten-
tial there is for disaster.”
As a result of remaining conscious of his own weaknesses and
the potential for failure, Billy continually sought to compensate
for his own shortcomings.
Interestingly, the most effective way to do that is not to
bemoan our own limitations. It’s just the opposite: it’s to eagerly
and happily glean from the strengths that others offer.
In the book Geeks and Geezers, Warren Bennis and Robert
Thomas reflect on “how era, values, and defining moments shape
leaders” of two very different generations—the geeks (those aged
twenty-one to thirty-five) and the geezers (those over seventy).
One key finding is that among the geezers, every person who was
able to continue to play a leadership role retained the qualities of
curiosity, playfulness, eagerness, fearlessness, warmth, and energy.
Learning — and Leveraging Weaknesses