Lessons about leadership are not theoretical. The disturbing unrest in Baltimore offers a real life case study about who is a leader and who is not.
Who was the leader who urged angry youth to destroy their own neighborhoods? Who was the leader in the police van when Freddie Gray was mortally injured? Who was the leader who inspired over 100 clergy to walk down the middle of the street to stop the violence?
Who were the leaders in City Hall and the capital who recommended setting and lifting the curfew, requesting the National Guard, declaring a state of emergency and locating the state cabinet temporarily to Baltimore? Who were the leaders cleaning up the damage, organizing non-violent rallies and starting fundraisers to repair devastated lives? Who were the leaders driving into Baltimore after the riot to enjoy what the city offers?
The names of some of these leaders are known to all of us, like Stephanie, Larry and Elijah. Most names we may never know.
The lesson that being a leader does not require holding a position of authority is being learned the hard way. Leadership means being authentic about your convictions, having integrity by acting upon them, being cause in the matter and not waiting for someone else to speak or act, and being about something bigger than yourself. These marks of leadership do not require pay, position or power.
And we learned again how these features of leadership can be used for good or for ill.
The tension filled week of the riot revealed how much we need leaders in crucible moments to guide us on the right path. The week was full of those moments for Baltimore and for all who saw the violence unfold.
Crucible moments are when leadership is tested. They are the moments when things are shockingly hard. They are the moments when we must decide for ourselves whether we will follow or whether we will lead. The choice is always up to you.
Crucible moments occur when frustration, fear, anger, disappointment, grief and dismay are immediate and real. In those moments we make decisions about what is right and what is wrong. Those moments lead to bad choices or good ones, to violence or to peace. Crucible moments might result in a death and a city in flames; or our response to them can take another direction and lead to handshakes, new laws, and offers of help.
Leaders are needed the most in crucible moments to lead us to wholeness and not to destruction, to inclusion and not to rejection, to create community and not to ruin it. That leader can be anyone. Perhaps that leader is you.
Last week, as the director of "The King and I" for Memorial Players in Baltimore's Bolton Hill, I saw those leaders in the cast and crew. They expressed their vulnerability openly about their personal mistrust, disappointment and fear. But, they showed up to support a cause far bigger than themselves, and I don't mean our production. They want to help heal the wounds of injustice, and prove that brotherhood and goodwill will endure.
Our multi-cultural cast of black, white and brown artists in all the major roles is a vision of unity, community and hope. Each of them was being a leader by leaving their homes to go out to rehearse and perform with demonstrations occurring just blocks away from our play. They were being leaders by not giving up or giving in. Because of them new friendships are being forged. Because of them something wonderful about what is possible is on display. Because of them and people like them, Baltimore will be rebuilt. Because of them the show will go on.
Jesse Milan Jr. is a leadership consultant with Dorrier Underwood, and director of the community theater production of "The King and I" at Memorial Players in Memorial Episcopal Church in Baltimore. His email is jmilanjr@verizon.net.