Leadership Opportunities
Over past issues we’ve critically examined the roles, the credentials and the strategies that are peculiar to the leadership role. Now it’s time to explore some of the opportunities that people in leadership roles possess that could make profound differences in the lives of those they lead.
We’re continuing with our comparisons and contrasts on how leadership perspectives can add unique and substantial value to some ordinary and familiar undertakings. Our topic this month continues on the theme of personal development – just how do you grow as a leader? What are the specific things that you need to do to be successful? This is the second of three closely related articles . . .
The Overview . . .
There are, I believe, three fundamental areas where effective leaders differentiate themselves from competent managers, namely in how they use information, in their perspective / point of focus - and finally in their preparedness to invest. Let’s start with a brief overview of these three aspects of performance and contribution:
- Information usage: Leaders are able to shift their perspectives from cognitive competencies (knowledge, skills and experience) to wisdom (comprehension, appreciation and value). They can relate comfortably to the essential differences between ‘knowing’ something and ‘understanding’ it.
They tend not to value information for its own sake, as a cerebral asset that is acquired – with the attendant heavy investments of time, effort and discomfort and, therefore, as something to be attributed discrete value, protected and defended because it provides perceived personal advantage. Instead, they view information simply as a pathway, as stepping stones to increased understanding, appreciation and mutual benefit; as something to be shared, cultured and traded openly. This was elaborated in last month’s issue.
- Perspective: Leaders are able to move their viewpoint from self-awareness to ‘other-awareness’. Instead of their primary concern being on what and how they feel, what’s in it for them and what specific personal consequences might ensue, they will assess others’ realities – individually / collectively – before acting.
This does not mean that they are being altruistic and selfless necessarily, but rather that they recognize two truths – firstly, that real value is created between and among people not within one’s self, and secondly, that change is best leveraged through collaborative efforts in a ‘win-win’ scenario. They are perceived to be pragmatic, open in their behaviors and strategies as well as transparent and trustworthy in interactions.
- Investment: Leaders are always ready to invest - especially in other people, relationships and in future conditions. They work from the vantage point of desired solutions back to the action that’s required now, rather than from desires, intentions and problems to needed outcomes – which is a manager’s perspective.
The concept of investment also indicates that leaders are willing to defer immediate gratification in return for increased and improved future options which could become a shared experience with mutual benefits. They see real value as a commodity that is created through combining multiple efforts not as something that can be imposed upon or demanded of others. They’re ready to contribute now in return for future gain.
I concede that’s a really quick overview, and it likely raises as many questions as it answers. In this issue I’d like to discuss the precise detail of the second aspect – perspective / point of view – and attempt to build a compelling case based on some actual behaviors. Next month we’ll look at Investment.
A Matter of Perspective . . .
The definition of a leader that I prefer is “one who focuses the desire for change that’s resident in others and who then facilitates the creation of a sustainable new reality”. There are two key ideas in this definition relating to our topic – ‘resident in others’ and ‘facilitates’.
As my sainted Scottish aunt used to tell me, “ye canna be a leader without followers!” How true this is! Yet many still believe that leadership is an appointment, an office, a mandate that can be imposed. Take the sad case of Erica, a promising young engineer with an inside track on success.
Her boss was absolutely convinced that Erica was the best thing that had ever happened to him. She was very bright (top of her graduating class at a prestigious university), totally dedicated to her field (electrical engineering), personable and popular with her co-workers, devoted to the vision and mission of the company and to her work contributions and, on top of all this, so easy to manage – nothing was too big as a challenge.
One year ago, despite her relative youth and short experience, he’d promoted her to departmental manager. She had been elated and she’d intensified her efforts determined not to disappoint him. As the months passed, while nothing appeared to change on the surface, departmental productivity began to fall and eventually interpersonal frictions among colleagues became blatantly obvious and obstructive.
There were always ‘good reasons’ and these absorbed much time and attention. Since many, if not most, were centered on external variables – regulations, industry conditions, market economics and competitive practices – solutions weren’t easily accessible. People worked longer and harder but it became a ‘grind’ and departmental morale was dropping like a stone.
There was general agreement that times were tough - but did they really need to be as tough as they were? Erica was increasingly depressed and finally spoke to her boss about being relieved of her management role.
“I was so much happier when I was a project engineer, just one of the guys” she stated, “I really don’t think I’m cut out for the responsibilities I now have and I feel so badly that everyone is hurting just like I am”.
The boss was hurting too. Firstly, he empathised with her completely but also he’d stuck his neck out in promoting her ahead of others and he certainly didn’t want to be seen as having made a bad decision. When we talked about the situation over lunch one day, he confirmed that his decision had been a good one but regretted that he’d exposed Erica to the possibility of failure.
As I spoke with Erica, her disaffection was clear. She had given up – on her role, her career and herself. “I was too ambitious!”, she said, “I wasn’t ready for the role of manager and now I’ve blown it. What’s worse, I may have damaged the prospects of a bunch of other people too”. When I told her that it probably wasn’t quite as bad as she perceived, I was met with an incredulous stare.
So I told her the story of Ben (see last month’s issue). As she listened to his situation she became increasingly defensive and estranged. “That’s not applicable to my situation!” she argued. ”You don’t seem to understand; I don’t have issues like that. All my people are on my side; they’re not against me. It’s quite different”.
I asked her to look again. Where was Ben’s focus? Where was hers? What had Ben attempted to do to correct a failing situation? What had been her response to similar challenges? Where had Ben found his solution? Had she explored the same territory? As the questions unfolded, so did her understanding. Finally she observed, “You know, there could be some parallels, but my issues are more emotional while his were perhaps cerebral”.
“That’s an interesting way of looking at it,” I responded, “let’s pursue this a little further.” We did, for a couple of hours. Here are the main points we explored:
- When circumstances demand ‘survival tactics’ we tend to become increasingly self-focused; as resources and conditions deteriorate, we pursue self-interested strategies. This can lead to egocentric behaviours, to objectifying others and a shortfall in tolerance and resiliency. We strive for short-term compliance and in the process we can sacrifice relationships and build long-term resentments.
- From the leader’s perspective such interpersonal frictions result in loss of personal and team contributions. The natural response is to try to eliminate them, either through suppression or distraction, neither of which are sound strategies for the longer term. These tactics can destroy trust and the willingness to engage in spontaneous contributions. Individuals withdraw at the emotional level, becoming increasingly negative, isolated and ineffective.
- An appropriate leadership response, derived from the leadership definition I’ve used above, would suggest that the leader demonstrate some counter-intuitive behaviors. Increase the frequency and intensity of personal contacts; focus on what others need and want instead of what you, the individual needs and wants; seek ways to share and support others regardless of the costs. Rather than work more closely and intensely with specific individuals, strive to make them work for and rely upon each other.
Up to this point Erica had been feeling very sorry for herself. Like those in her department, she was increasingly self-focused and thus contributing to the downward spiral. She suddenly realized that it wasn’t about her! As she slowly gained an appreciation of the rationality, she began to reformulate her leadership strategies. The changes she needed were clear, but was it all too late?
With more exploration she came to the conclusion that it really didn’t matter. There was a fundamental requirement for her as a leader to be focused on what others need and want whether things are going well or not. She could readily understand that this would not always be easy - but it would always be important.
The root of the problem . . .
It’s normal to be self-focused and many people spend a great deal of time and energy in this condition; for a leader though, this is a cardinal sin.
Think again about the definition; just about every leader in the history of the world has been ‘energised’ and empowered by what others have needed and wanted but not recognised until the leader provided the focus.
Leaders don’t own power, they borrow it.
Leaders don’t create change solutions, they facilitate them in others. To lose touch with those who follow is to pull the plug on the energy that drives you. If you allow the interpersonal energies of others to turn inwards, to lose the regenerative impact of mutual reinforcement, you are cutting off your essential motive forces.
People need help to become and to remain focused; to find the impetus to take the initial steps for change. Then they need to be reinforced, encouraged, reassured and rewarded for creating the results they earnestly seek. This is the role of the leader. Erica had lost sight of this vital energizing process and was in the process of being sucked into the maelstrom.
Reversing this negative flow can be a long and arduous challenge but there’s really no alternative. It will take inordinate time and patience, and success cannot be assured once the self-focussing process has taken hold. The effective leader remains highly alert to emerging signs of withdrawal and nips them ‘in the bud’.
The Leader’s path . . .
Leaders must acknowledge this inter-dependence and promote a communal orientation on every occasion.
It translates to placing group interests first, seeking the common good and subjugating personal interests. Relationships and a strong sense of community play vital roles in moving people to higher levels in any transformative state - physical, emotional, intellectual and/or spiritual.
Erica was right; the challenge is more than cerebral. Leaders have to be able to touch others’ hearts, build trust-based relationships, demonstrate consistent patience, understanding, fortitude and resilience and often under adverse conditions. It requires that we identify the energy source in others (and they’re invariably different) and then to amplify this source through every means available so that people can find empowerment within themselves.
When the leader is ‘other-focused’ in this way, others are attracted; ‘borrowed’ power increases – and things happen / get done. The leader is, in effect, the coalescing influence, the catalyst that sustains the chain reaction that will create the new reality that the group is seeking.
So, what’s the bottom line . . .
It’s not about you!
Without you as leader however, nothing will happen. It’s the focus you can provide together with the raw energies of others that causes realignment and refinement in behaviors - and makes a sustainable difference.
So, keep your eye on the ball – the desire for change that’s resident in those you would lead – for that’s the only effective power source you’ll ever have to make anything of value happen in the world of leadership.
Erica is now well on the path to recovery; so in our next issue, we’ll look closely at a leader’s attitude toward investment.
I'd welcome your questions, comments and suggestions. We can all learn through dialogue and your experiences will undoubtedly gain more value when shared. Please contact me at david@andros.org.
A Note to our Readers . . .
Previous series of articles on the topics of
- Tomorrow’s Leaders – a model for SME organizations
- The Leadership Crucible – the ‘making’ of leaders
- Leadership Characteristics – a comprehensive catalogue of leader qualities
- Succession Planning – the strategic argument, principles and strategies, and
- Managing Change – every person’s guide to painless processes
have been summarized as discussion guides for those who lead and manage through mentoring and coaching. If you would like to secure a copy for your own use, please contact us.
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