Congratulations for taking on
a leadership role in your business, organization or community. Leadership experience will be one of the greatest learning opportunities of your
This webpage addresses some of the less tangible elements of becoming a leader. It focuses on leadership rather than on management or supervision and has been prepared to ensure you are aware of how to discover, grow and use your influence as a leader.
One of the key things to recognize about being a leader is that it is both a “doing” and “being” role. The "doing" part is fairly straightforward (although not necessarily easy). It is about getting things done and doing things well.
The "being" part is a bit more intangible. The being part is about your character, your presence, your value systems and how people “see” you in the world. The "being" part of being a leader is largely a function of personal discovery. In other words, "knowing who you are, accepting who you are and consistently being who you are".
If you take anything away from this site on becoming a leader, it should be this: To be a leader, you must be yourself. To help you know yourself better, please consider taking the free Core Values Index (CVI) assessment by clicking here.
This may sound a bit odd, but
often when people first step into a leadership role, they are often a bit intimidated, uncertain and even frightened. This is to be expected - it is a new experience and one that comes with both risk
Unfortunately, when we are nervous and worried about failure, we often put on a "mask" and start to behave in a way that we "think we should" or in a way that we "think leaders should" behave. This is disastrous! No one wants to work for someone who is acting, posing or pretending. They want to follow a real human being.
In this sense, it is absolutely
imperative that you have the confidence to be you. You will be imperfect, you will make mistakes, but you will not have committed a fatal leadership sin - that of
pretending to be someone you are not. Just be yourself!
Once you have internalized this need - and it is not easy - then some of the other areas can be explored regarding how to develop, grow and use your influence. Communication for example is a key skill to have as a leader. However, without authenticity as a foundation, any credibility you have built up will always be at risk of falling apart. You must be yourself.
Leadership is an act of influence and the currency of influence is credibility. It is helpful for you to think about this as an imaginary bank account where your objective is to maintain a healthy balance of credibility. Stephen Covey, author of “The 7 Habits of Highly Effective People”, uses this concept in a lot of his work.
Throughout your leadership career and indeed your life, you will find opportunities to enhance your credibility account and unfortunately, times when you must spend from that account, i.e. when you make a mistake. It isn’t always easy to determine exactly how much you have in the account at any one time but you will definitely have a sense of when you are making a deposit and growing your credibility or spending it, i.e. making a withdrawal!
The more credibility you have in your account the more errors you can make or failures you can experience without being written off, i.e. people will “cut you some slack”. This error tolerance also allows you to take more frequent and larger risks, thus potentially accomplishing a lot more in your role, your career and your life.
Quite simply, the more credibility you have, the bigger risks you can take and the more successful you will become. Growing your credibility early in your career is thus very important.
Another of the key things
people look for in those they are willing to follow is a sense of direction. Often this can be referred to as a "vision" although it seems this term is grossly over used these
A sense of direction is very important to people and yet at the same time, it need not be complicated. Often the most effective "leadership vision" consists of three elements. The first of these is fundamental purpose. In other words, why does your team exist?
The second thing that people tend to rally around is some sort of inspiring "objective" or clear mission. To be inspiring, a mission should have a measurable outcome and timeframe.
And the third thing to create
is a "team culture" which can also be defined as a set of "core values" or "team norms". In essence these set the implied rules for how the team functions together.
The benefit of structuring a "direction" in this manner is that it appeals to those people who are inspired by purpose as well as those that are goal oriented (mission). By providing people with a set of rules or guidelines to which they have all contributed and agreed to (culture), the leader (you) do not need to spend much of your credibility to keep things moving along. In essence, you just need to regularly come back to three questions, namely:
Of course, you will also need the courage to ask these questions even when the energy is high and the differences of opinion are huge. This is a simple undertaking but not necessarily an easy one!