I went to bed last night watching President Biden's address to the Canadian Parliament (full transcript, here.). And I woke up this morning to this Globe and Mail article about Canadian competitiveness. In it, Tony Keller talks about some of the things that are broken in this country (shockingly housing comes up), and compares Canada to Argentina (an example of too many bad decisions) and to South Korea (an example of many good decisions).

All of this got me thinking about leadership.

Leadership is a great burden. As a leader, people are looking to you for decisions, for direction, and for you to instil confidence. They are also scrutinizing your every word and action. And in today's world, they are waiting to criticize you on social media and/or make a funny meme out of your most recent misspeak. As a developer, I get to interface with municipal politicians probably more than your average person, and I can tell you with confidence that it is a thankless job I would never want.

I can only imagine having to constantly worry about your employment and what people are thinking. Given this incentive structure, I'm sure we'd all act accordingly. It is truly public, service. At the same time, I know that it is not only unproductive -- but dangerous -- to pander to just what is thought to be politically popular. And we have spoken many times before on this blog about housing and land use policies that may be popular, but aren't at all effective -- or worse, are counterproductive.

What we should be demanding from our leaders are difficult decisions. These are the decisions that probably feel uncomfortable and that may require some personal sacrifice, but that are ultimately the right decisions for our collective long-term prosperity. It is about ambitiously deciding where we want to go and who we want to become, and then taking meaningful actions, however unpopular they may be, to get there.

Don't just tell me what I want to hear. Lead me. Push me. Be bold. In the end, we will respect you for your personal sacrifices and the difficult decisions you are making on our behalf. This is the great burden -- but also the great opportunity -- of leadership, and it behooves us to empower it. To borrow from Tony Keller, "there's no reason we [Canada] can't be the most prosperous and successful society on earth."

Like many of you, I have been watching The Last Dance. It is a powerful reminder of just how competitive, disciplined, and emotional Michael Jordan was, and still is, about winning at the game of basketball. But the most powerful moment so far has easily been his monologue on leadership at the end of episode 7. Here is that scene. If you can't see it below, click here.

Watching this brought tears to my eyes. Over the years, I have had teachers, professors, and bosses who have subscribed to this philosophy of leadership. I'm sure many of you have as well. It's never fun at the time. In fact, it sucks. But usually in hindsight it becomes clearer what that person was trying to accomplish. And you realize how they pushed you to grow.

My own view is that there are ways to win without resorting to emotional bullying. But then it begs the question, if you're not being extreme, does that reduce performance? Would it have been better for Jordan to be a bit nicer to his teammates, if it meant winning fewer championships? Depends on who you ask.

When you're determined to move a mountain, win a championship, or create something that has never been done before, it can be incredibly frustrating when you feel as if the team isn't on the same level or that they don't care as much as you. So you push. And that's what Michael did. Winning has a price.

We all need to be challenged. Some people, like Michael, are good at pushing themselves to be the best that they can be. Others need more external help. How best to do that is the great debate. But as Fred Wilson said on his blog earlier this week: "Leadership is not being liked. Leadership is being respected and followed."