To Lead is to be all in

Most people like the idea of leadership but few count the cost.  To lead is to be all in, transparent and accessible, calm in the face of upset and even crisis, and always mindful that you are a steward of something bigger than yourself.  That’s not easy. To whom much is given much is required. That’s the part that easily trips us up.

In his book The Twelve Absolutes of Leadership, Gary Burniso, CEO of Korn/Ferry International, explores the essential elements of leadership through conversations with some of the world’s most seasoned and accomplished leaders.   He offers a framework based on fundamental human truths and the essential elements of leadership. The “Absolutes” are building blocks that must be present regardless of your leadership style or approach. Here are the 12 Absolutes with Burnison’s thoughts on each:

1. Lead.      Anchor yourself in Humility. Leadership is an all-in proposition. Never react; instead ask yourself: is this about me or about we? If it’s the former, forget it and rise above.
2. Purpose.      The why. Purpose must have a long shadow, extending its influence over others.
3. Strategy. Strategy starts with the results of today. Strategy, rooted in values and purpose, gives encouragement through times of ambiguity and uncertainty. Strategy without purpose and values is a short-term plan that is directed toward shallow goals.
4. People.      When you’re the leader, it’s never about you, but it starts with you. The leader can’t be the star player, scoring all the points. (Although many try to do just that.) Set high expectations for your team members, and help them to see what they can achieve.
5. Measure.      Don’t rely on what you believe to be true. Measure and monitor so you know if it’s true. Validate your data. Walk around. Talk to people. Listen.  Look into their eyes and see for yourself whether the strategy is really working.
6. Empower.      The leader’s job is not to empower people, but rather to help them to empower themselves. It’s the difference between ordering people to do something and inspiring them to see what they can do.
7. Reward.      Employees work harder for leaders who demonstrate respect for their work.  Authentic, purposeful praise is a power skill of the successful leader—everywhere.
8. Anticipate.      As a leader, you must always have your focus on the horizon. Your first task is to hone your view of the present that you perceive around you and your organization. Grounded in this reality, you are able to raise your sights toward the horizon and beyond.
9. Navigate.      Anticipation and navigation are complementary skills. It involves making decisions in real time that allow you to adjust, react, and outmaneuver the competition—always on the lookout for the unexpected.
10. Communicate.      Communication is where leadership lives and breathes. That means more listening than talking. It’s not merely telling people what you think and what you know. It is a process in which you seek first to understand what others think.
11. Listen.      Listen, learn, and then lead—in that order.
12. Learn.      Knowledge is what you know. Wisdom is acknowledging what you don’t know.    Surround yourself with a handful of people who will be your corrective  lens, making sure that you focus and learn. Equally important, your inner circle should be made up of confidants who provide grounding and perspective, seeing you as a person rather than a function.

Burnison reminds us that leadership is about people. “To lead,” he writes, “is to make an emotional connection on a very real and human level in every interaction.”

Peer leadership – Stepping back to move forward

Leadership is an act that requires stepping forward as a means of asserting authority. When it comes to leading peers, you can demonstrate authority by showing that you are willing to share your authority with others.

Peer leadership is something that is often overlooked in leadership circles because, most often, we focus on what and how leaders lead their followers. This is appropriate, but much of what’s accomplished within an organization is because of people in the middle who get things done. Sometimes it requires leading up — what you do for your boss — but often, it requires what you do with and for your colleagues — leading peers.

Throughout history, we have seen seemingly ordinary people step up and take charge. Look up the “Cincinnatus model.” Cincinnatus was a Roman farmer who left his land behind to serve as Rome’s leader when the city was threatened. When peace was restored, Cincinnatus resigned his post and returned to his farm. His abandoning of his work to serve Rome, and especially his immediate resignation of his absolute authority at the end of the crisis, has often been cited as an example of outstanding leadership, service to the greater good.  His actions served as inspiration for George Washington, who followed his example. Leadership from the middle does not be an act of heroism, but it should be done with forethought and planning.

The first thing to understand about leading peers is that it is a means of exerting control over someone else. If you have brothers and sisters, or if your children do, then you know the frequent complaint: “You’re not the boss of me.” With peers, you do not boss — you lead — and most often you do it by setting the right example. Let me offer some suggestions:

• Find the pain. Sometimes the need to act is urgent; it will hit you with the force of a two-by-four across the face. Crises provoke the need for immediate action. But you do not need to wait for a burning platform to step forward. Sometimes the need to act comes from what is not being done — processes that are malfunctioning, employees being misdirected, or customers not being served. That may call for action from the middle.
• Listen more than you speak. Before you go too far, listen to others. Get their assessment of the situation. Find out if they want or need help. None of us like a meddler. If people do want help, do not pull a “command and control” act. Listen to what their needs are, and identify the true problem before you act. When trouble brews, it may only be a symptom of a larger issue. Therefore you need to size up the situation and assess what you can do.
• Stand back. If you have the power to act, do it. But work with people — not in spite of them. Think like a film director. You are the one behind the camera. The actors are doing the work. You are simply providing some direction, but they are doing the work. Be willing to lend a hand but do not try to take over. Remember that you are a colleague, not a boss.

Peer leadership is fraught with peril. Too often, those who try to do it get burned. Sometimes this is because they have overreached, or because they do not have the authority to do what they want to do. Often there are rivalries among peers, such as two or more people going for the same job. Navigating that terrain can be treacherous.

There is no easy way around such issues, but one method is to lead with your project. Let what you are seeking to accomplish — your project, your initiative, your process — be the star. Demonstrate its benefits for the organization. This way, you show that you are more interested in helping the company succeed than in shining your own star.

Leading peers, of course, is a good way to get noticed. When done correctly, it positions you as someone who knows how to make things happen. It’s even better when your peers support you. Then, you demonstrate that you have the support — and most often — the trust of others.

Those who lead from the middle are a rare breed, but one that is essential to the success of any enterprise.