Leading from the Middle

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One of the most dominant basketball players in the 1970s was Bill “Big Red” Walton.  He got his start under the tutelage of the legendary Coach John Wooden and helped lead UCLA to two NCAA championships and was named the NCAA Tournament’s Most Outstanding Player in 1972 and again in 1973.  At 6’ 11”, he led the Pac 8 in rebounds, assists, field goals, free throws, free throw attempts, and games started.

Walton was a first-round, first pick, first overall draft by the Portland Trail Blazers in 1974. He went on to enjoy an illustrious 10-year career, earning 3 MVP titles, 2 NBA Championships, and was named a 2-time All-NBA Player of the Year.  Walton was known as one of the best-passing big men in NBA history.

In 1993, “Big Red” was honored with induction into the NBA Hall of Fame.  Walton’s Portland coach, Dr. Jack Ramsey, told Sport Magazine, “Bill Russell was a great shot blocker. Wilt Chamberlain was a great offensive player. But, Walton can do it all.” 

After retiring from the NBA, Walton overcame stuttering and embarked on a second career as a sportscaster.  He worked as a studio analyst and a color commentator for several networks and teams, earning an Emmy in 1991.  He was named one of the Top 50 sports broadcasters of all time by the American Sportscaster Association in 2009. 

What is not as well known is the secret weapon Coach Wooden utilized to make Bill Walton one of the most dominant players to play the game.  That secret weapon was Swen Nater, a 6’ 11” All-American center from Cypress Community College. 

Interestingly enough, Nater never played high school basketball, but that didn’t stop him from becoming a junior All-American who caught the attention of the Wizard of Westwood.  The conversation wasn’t what Nater expected, but Coach Wooden offered the All-American an opportunity in the form of a challenge.

Coach Wooden told Nater he would not get much game time because UCLA already had one of the best centers in college basketball, Bill Walton. Coach Wooden believed that as good as Walton was, he could be better. But that could only happen if there was someone who could challenge him, push him, and stretch him to be better.

Nater’s role would be to spar with Walton on the court, every day in practice.  As the two battled daily on the floor, Coach Wooden could see that Bill Walton was improving, but so was Swen Nater.   As iron sharpens iron, both giants pulled the best out of each other, becoming dominant players in their own right.

Swen Nater left UCLA as a two-time national champion.

He went on to be recruited into the American Basketball Association and was named the 1973-74 ABA Rooke of the Year.   After 3 seasons in the ABA, he made the transition into the NBA where he played for another 8 seasons.  His accolades also included being named a 2-time All-Star and a 2-time All-ABA Player.

Nater was the only basketball player in history who led both the ABA and NBA in rebounds.

After retiring from the NBA, Nater went on to lead the basketball program at Christian Heritage College in San Diego, leading the team to an NCCAA Championship title during his 10-year career as the college’s athletic director and basketball coach.

Not too bad for the first basketball player to be drafted who never started a college game.

As an All-American in college, Nater could have looked for opportunities to be recruited to a college where his talent could perhaps earn him a starter’s role. Instead, he accepted a supporting role that would elevate another player at his expense.  

There’s an important leadership lesson here, and I don’t want you to miss it.

Not every leader leads from the front.

Sometimes, a leader is called to lead from the middle, leading in a supporting role.

That was the case with Swen Nater.

It’s not an isolated event.

In the Old Testament and the Torah, we read the story of Moses, a visionary leader who guided the children of Israel out of bondage in Egypt.  Aaron, and later Joshua, served in the leadership support role.  Each of them played an integral part in playing “Swen Nater” to Moses and were both comfortable in their supporting role and didn’t seek the spotlight.

Joshua, like Nater, saw his own leadership ability grow and expand.  He later stepped into the primary leadership role of the Israelites and led them into the Promised Land.

Once again, iron sharpening iron.

Does the name, Dick Winters, sound familiar?  If you watched “Band of Brothers”, you know the name.

Winters started out as a secondary officer in Easy Company of the 506th Parachute Infantry Regiment during World War II. His initial responsibilities were to support his commanding officers where he built a reputation as a reliable and effective leader under pressure. Eventually, he rose to lead Easy Company through several critical campaigns, establishing himself as a celebrated figure in military history.

His journey reflects how being a supportive leader can lay the foundation for independent leadership later.

Walter Sisulu, another name you may not recognize, was an influential figure in the African National Congress (ANC).  He was a Swen Nater to Nelson Mandela. Sisulu played a behind-the-scenes role in supporting Mandela, teaching him about politics, activism, and the importance of resistance against apartheid. He paved the way for Mandela’s rise while sacrificing his own opportunity for greater prominence.

After apartheid ended, Mandela became the face of a new South Africa, but Sisulu’s role as a supporter and secondary leader was crucial in Mandela’s journey to leadership.

Sisulu was okay being the behind-the-scenes second to Nelson Mandela.  He understood his role was to prepare a visionary leader to transform a nation, and to be there as a mentor, an encourager, and a staunch supporter.  Mandela went on to greatness as the first African leader of his nation while Sisulu remained in the shadows, leading from the middle.

So what are some lessons we can glean from these historical figures who all made the conscious decision they were okay leading from the middle? 

First, these individuals were able to inspire and motivate others. They used their talent, ability, and life experience to mold and mentor those above them, adding their collective insights and wisdom to their own. This helped those out front fast-track their personal and professional growth, becoming better versions of themselves in the process.

These leaders from the middle provided hands-on learning and growth to the leaders they were serving. They helped these up-front leaders broaden their skill set, expand their thinking, and enlarge their ability to engage in strategic decision-making.

Secondly, these Middle Leaders helped those they were supporting increase their adaptability and resilience. Think about how Nater pushed Walton every day in practice. Each session was another opportunity for Walton to adapt and modify his approach to the game, forcing him to embrace change and innovation to find new ways to pass and score.

The end result was a dominant player who could “do it all” according to his Coach.

Leading from the middle is about helping those you’re supporting to see what they’re missing.  It offers the leader a different set of eyes on the challenges and opportunities he or she is facing, giving valuable feedback that contributes to making better choices and creating better outcomes.

It was Alexander Hamilton’s supportive leadership role in the American Revolution that enabled George Washington to lead effectively.  Once he became president, Washington again leaned on Hamilton, as his Secretary of the Treasury, to help lay the groundwork for the fledgling nation’s economic policies.  The insights Hamilton brought to Washington were invaluable in the early, formative years of the American Republic.

We’re nearing 250 years since this novel concept of self-governance was introduced, or as Abraham Lincoln so aptly put it during the Gettysburg Address in 1863, a government “of the people, by the people, and for the people.”  Hamilton’s influence is still being felt today.

Leading from the middle can have an impact that spans generations.

One last observation…

When you lead from the middle, you develop key leadership skills, such as emotional intelligence, resilience, and patience. To lead from the middle requires a high level of empathy, listening, and adaptability. You learn to navigate your way successfully through times of challenge and crisis, honing your problem-solving skills that will be necessary for future leadership roles.

Swen Nater, Joshua, Dick Winters, and Alexander Hamilton all went on to be successful leaders from the front. They earned the right to step into the next level of leadership.  Walter Sisulu chose to remain in the shadows and lead from the middle.

Whether you’re leading from the front, the middle, or the rear, leadership is still leadership.  We need strong, influential leaders in all areas of an organization who are willing to serve and support those around them, and the organization as a whole.

Middle leaders who are faithful where they are and are successful in how well they lead may be extended the opportunity to lead at a higher level.  But all along the way, they are becoming a better version of who they are and what they do. Daily unspectacular preparation is essential if you want to have a spectacular performance as a leader when the opportunity presents itself.

Coach John Wooden said it well, “When opportunity knocks, it’s too late to prepare.” 

Every day, for a leader, is Preparation Day.  It doesn’t matter the role or position.  Leadership is not about position, it’s about influence.  Dr. John Maxwell says leaders develop daily, not in a day.

Swen Nater, Joshua, Dick Winters, Alexander Hamilton, and Walter Sisulu all understood this, and they chose daily to learn, grow, improve, mentor, and train.  

Real leaders develop the leaders around them.

Even if they’re leading from the middle.