I have had the good fortune of working around and with people who are great examples of leadership. I also have been exposed to not so great leadership examples.
The individuals I learned from have held positions at all levels of the organizational chart, and their respective styles are as unique as a fingerprint. Whether the leadership examples were good or bad, there always has been a lesson in that I still apply in my role as a “leader” today. During my interactions with these different influential people, I quickly recognized there was no “one best way” and leadership comes in different forms, shapes and sizes.
Another lesson I learned was leadership could (and should) exist at different levels within an organization, even though many people still subscribe to what I refer to as “Org Chart Leadership,” meaning they believe leadership begins and ends with the name on the top of the organizational chart. In my view, this is a flawed perspective and one you would be well served to ignore. Cultures that practice this are typically limited in their ability to foster sustained growth, of both the people and the organization, over time. Contrary to popular belief, leaders are not born. Leaders are made. Sure, there are characteristics you will find in every great leader, like integrity, effective communication skills, vision and more, but simply having these traits doesn’t automatically make you a great leader; there is a difference between being a “boss” and being a leader. I have learned effective leaders possess all the traits mentioned above, as well as other traits, but their respective leadership roles have been born out of will, readiness and opportunity.
Will
Having the will or desire to lead is one of those things either you have or you don’t. You must be all in on this one. Can you think of any great leader who lacked the will to lead? Take your time with that one. As I write this article, I cannot think of any great leader who lacked a will to lead. That is not to say a reluctant leader cannot achieve some measure of success, because it certainly is possible. However, optimum levels of leadership success must include a will to lead. I say this because, if the will to lead is absent, the culture will eventually see this void and, from that point on, the effectiveness of the leader will be diminished. A lack of will manifests itself in different ways. Typically it shows up in how a person communicates with others, the way he reacts under pressure, or if there is a pattern of inconsistent behavior or decision-making. People lacking the will to lead would be better off turning down leadership opportunities rather than taking on the responsibilities of leadership if they don’t really want to be a leader.
Readiness and opportunity
Leadership opportunities come in many different ways. Some people wait on opportunities while others make opportunities. Wherever you reside in that spectrum, be sure you are well prepared and ready at all times. Good leaders are constantly seeking self-improvement. The level of your readiness must match or exceed the leadership opportunities that may cross your path. Cultures matter in leadership development. Some cultures provide leadership opportunities where others may want people to be in “heads down” mode. Leadership cannot develop in a “heads down” culture. Instead, it takes a culture that encourages creative thought, a challenging of the status quo and an endless pursuit of improvement.
Don’t be afraid to challenge the status quo because it may be the path to leadership. Effective leaders always seek ways to improve upon what they did yesterday in order to apply those improvements to the situations of today. Opportunities to lead will be limited if the culture is not right. Culture is the foundation to leadership development. If you get it wrong, then leaders will leave or they will fail to reach the desired level of development. If you get it right, leaders will exist in multiple levels of the organization and not just in the corner office.
For more information, call Jeffrey Webber at (281) 478-6200 or email him at jwebber@altairstrickland.com.
