Do you Lead?

When we first ask ourselves this question, many people may blurt out a quick “yes“. Of course, in many ways and areas of our lives to lead, we take charge of situations. However, being a true leader is an amazing ability to have and to use effectively.

But, as many of us know firsthand, there are times that we have had to deal with so-called “leaders“, who have proven to be nothing of the such and not being able to lead. Working under someone who thinks they lead, but prove otherwise, is one of the most detrimental positions you might find yourself in.

Therefore, true leaders that actually lead are very hard to come by. Being a true leader means that you have the perfect combination of all of the necessary leadership ingredients. These would include knowledge, compassion, drive and ambition, and the personality to pull it all together… Lead.  Truth is, some people may just have a charismatic and inviting personality that will guide them into positions of leadership and to Lead.

Some of us may wake up one day and realize that we want to do more or be more than we are right now.  And now have the life experience and years under our belt to handle a leadership position that we were not ready for in the past to take on.

Maybe there was a critical turning point in our lives that have made us come back as a stronger leader, wanting more and knowing that we could do more.

To lead others effectively, you need to be the kind of person that inspires and leads others – and who others will see as a visionary leader. They must be confident enough to make tough leadership decisions, and to take control and take charge of doing what needs to be done when necessary.

One of the most important traits of a leader to have is to live their lives honestly, respectfully and ethically. If you are leading people, you must always lead by example. This cannot be done if you do not hold true to core values and behave in manners that would be inappropriate – whether in your business or your personal life.

If you truly lead others, make sure you guide them and teach them to grow in their positions.  A true leader does not just “manage” people or “supervise” people. Rather, he is a mentor for others to look up to – and to learn from.

True leaders are not selfish. Part of their job is to empower others to do their jobs to the best of their abilities to lead and to hold others accountable.  Being a leader is a large pair of shoes to fill. But for this rare and elite group, holding the title of leader is to be considered a true honor. Unfortunately, in society today, too many people who are in leadership positions have shown us what happens when you let the power at hand make your ego too large. When someone in this position thinks that they are “entitled” or better than those around them, they are no longer upholding the title of being a great leader.

It can take a lifetime to establish a great rapport and reputation, and a matter of seconds to lose everyone’s confidence and respect. Being a leader is not for everyone. However, if you are one of the few who feel able to answer to this calling, go after it with all you’ve got.

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.

Definition of Success

About a million years ago, or that’s what it seems like to me now, I was interviewing for my first management position.  I prepared well, and knew I had tough competition. The interview went well, until the last question. What is your definition of success?

Well I was not prepared for this question.  It was one I had never really considered before.  As I took a minute to gather my thoughts, I explained that success to me was lying down on my pillow every night knowing that I did the very best I was capable of doing with each person and situation I encountered that day.  I told my interviewer that if I did no harm and where-ever I could help, I did, I felt successful.  After I left the interview I chastised myself about giving that answer.  I convinced myself that she was probably expecting some brilliant career goal and all I rambled on about doing the right thing.  After I had a chance to reflect on my answer, I realized this was truthfully what I believed, but, oh couldn’t I have said it a little less naïve.

She called me back the next day and not only offered me the job, but told me the reason I got the job was the honesty in which I answered her question about success.  Go figure, I went on to have a great relationship with my boss and learned a great deal from her.  Even more important, I learned that honesty is really the best policy.  The most robust form of success is that achieved as an outcome of helping someone else.  And maybe back then, I didn’t say it as eloquently as I might today, but it still feels like success.

Can you recognize leadership potential?

Recognizing leadership potential, in others, is critical for each of us, but especially for those in senior management roles.

I once hired a young engineer who from every visible angle looked like a kid who was out to have fun. He wore torn jeans and sneakers to work, partied like nobody’s business, stumbled in around mid-morning and he was definitely not going to work all hours of the day and night to get a product out the door. The most important thing to him was for the company to have a Foosball table in the break room. But, if you looked beyond all that, you could tell he had a certain quality that most people don’t possess.

Today – maybe 6 years later – he owns his own business, is totally focused on quality and building relationships that build his business. Did he really change, or just go through a more or less inevitable transition somewhat akin to “growing up?”

I can share so many examples similar to this, but they all lead to the same answers: Yes, it is possible to recognize leadership potential, but it’s not always obvious or easy to do. While certain related traits are indeed inherited, leadership potential is largely developed as you grow up. That doesn’t mean it’s a foregone conclusion that everyone will reach their leadership potential. It really depends on the decisions you make and the behaviors you demonstrate throughout your career, not to mention a host of external factors, including luck.

And it’s OK if you don’t have leadership qualities; it can be just as rewarding to be a follower. In fact without good followers, leaders can’t lead. There is a crucial interrelationship critical to successful organizations. Followers may not be able to paint the business world with their very own colors, but they can have great, rewarding careers and make lots of money in the process.

If you had a choice, to have leadership potential and never know it, or to not have it and know it, which would you choose? I’d choose the latter. At least then, I could focus on being and giving the best of me.