““[T]he leader, instead of having ego, he needs to have the confidence to do his job. But leave the ego at the door and support the people in that organization and give them the tools and the environment for them to be successful.””
An individual’s perspective on leadership guides the way in which they interact with stakeholders, affects how they make decisions, and shapes their views of themselves and their organization. Cultivating a healthy perspective on what makes a leader effective is fundamental to allowing your organization to benefit and grow from the strengths and skills of your team.
This post will outline the common pitfalls of unhealthy leadership, highlight the characteristics and attributes of a positive perspective, and share the practical, cascading benefits of this view.
The Problem: “Identifying as THE Leader”
Often leaders view their role within their organization as being THE Leader, rather than A Leader. This perspective often translates into a top-down, decision-making structure where the Leader considers themselves responsible to carry the full weight of the organization, and subsequently call every shot. This common pitfall is harmful to both the leader of the organization as well as the organization itself. When an individual sees themselves as the primary pillar of the organization, who alone is capable of, and responsible for, its overall success, the organization and it’s Leader are at risk of burnout and diminishing returns. The result is a fragile organization that is only as strong as a single individual. It is limited to their strengths and vulnerable to their weaknesses.
The Solution: “Being A Leader”
The cure to viewing oneself as THE Leader is to cultivate a healthy perspective on leadership and its relationship to the organization. To do this, an individual must understand and maintain the informed distinction between who they are as an individual and what role they play in the organization. This individual acknowledges that their identity and worth is not defined by their role, or title of Executive Director, CEO, or Head of School and that they alone are not the sole determinant of success or failure. Seeing themselves as A Leader leads them to acknowledge that, in most situations, they are filling the role for a limited time—and that the goal of their stewardship is to ensure that the organization, company, and school outlast them and their particularities. For A Leader, it is an honor and privilege to fill this position temporarily and they look for ways to strengthen and support others who may soon fill the role.
The benefits of this viewpoint abound for both the individual and the organization. First, and foremost, this individual has a realistic view of their strengths and their limitations and how these fit within their organization. They are aware of the need to surrounded themselves with individuals with diverse skills and viewpoints and are willing to acknowledge and leverage the expertise of others—for the good of the organization. A Leader’s guiding question is not, “What do I think we should do?” but rather “What is good for the organization?” When equipped with this healthy perspective, A Leader rightly sees themselves as a conduit and promoter of the strengths of others. Through this, they protect the organization from their weakness, secure piece of mind for themselves, and raise up leaders that are capable, and willing, to share the load.
The Effects:
Beyond the immediate benefits to the individual who cultivates this healthy perspective, there are cascading benefits that positively affect the team and the organization as a whole. When a leader understands their role within the broader context of the organization and recognizes the value and contribution of others, their teams are empowered towards greater autonomy and ownership of their responsibilities. Additionally, when an individual recognizes that they are A Leader of their team they are less likely to be motivated to save face or pursue avenues that reflect their personal priorities instead of the priorities of the organization. Clarity of mission, and humility in perspective, results in greater group cooperation and cohesion as the focus can be rightly set upon the wellbeing of the organization and not be hindered by the demands THE Leader’s ego.
What does this look like?
One of my favorite examples of a CEO acting as a leader was a prior Head of School. This individual successfully embodied this concept and created a highly collaborative and innovative work environment. His style was most evident during our weekly senior administrator meetings, where he intentionally chose a seat that was not at the head of the table. He positioned himself where he could be seen and heard but was not at the center. He would then invite others to lead the meeting and step in only when clarity was needed. He invited discussion by naming the challenges that the school was facing and encouraging meaningful participation. He would frequently say, “I am not the expert in this area, I need to hear from you,” or, “In this case, I will have to be the ultimate decision-maker, but I want to hear from each of you about what you would do if you were responsible for this decision and why you would do this.” This approach allowed the leadership team to focus on what truly mattered—the wellbeing of the organization—and allowed the organization to benefit from the expertise of all of its members.
In conclusion:
Approaching leadership with objectivity and humility empowers your team and strengthens the likelihood of you achieving your leadership goals. Embracing your role as A Leader and cultivating an amazing team will result in organizational wellbeing and advancement.
Please feel free to reach out and share with me your leadership techniques and the characteristics that have made you, or your role models, successful. I would love to hear from you!
Carolyn