Leading – Now and Always
I originally wrote this post at the end of 2009, when I was just starting to work on writing Leading So People Will Follow. It’s still a good summary and explanation of the concepts in the book – I thought you might find it useful:
I’ve been thinking about leaders lately, and how good leaders are going to become increasingly important as everything in business gets flatter, faster, more disrupted. I’m noticing more than ever before how essential it is for organizations to have strong and flexible leaders in order to succeed. I watch as those organizations whose leaders are too inflexible, too cautious, too short-sighted or too fear-based continue to founder, while those whose leaders are far-sighted, passionate, courageous, wise, generous and trustworthy seem to be finding their way much more quickly and easily.
And it just so happens that we at Proteus have and use a leadership model based on those six qualities, so it’s reinforcing our sense that these truly are the essential characteristics of good and effective leaders. We evolved our model based on “leader stories” from all over the world, going on the premise that folk and fairy tales tend to carry the “DNA” of our cultural expectations about what good leadership looks and feels like. If you’re interested, here is a little more explanation about the six qualities as they show up in these leader stories:
In these stories, the young leader-to-be can see beyond his current situation to his ultimate goal (save his father, win the princess, kill the monster), and can express it clearly and in a compelling and inclusive way – especially those whose help he needs – even when others lose sight of it, believe it’s impossible, or ridicule him for trying. He is Far-sighted.
Moreover, the leader-in-training doesn’t just go through the motions. He is deeply committed to his quest. His every action is directed toward achieving it. Nothing dissuades him, even the inevitable setbacks and disappointments attendant on any quest. He may not be loud about it, but he is relentless. He is Passionate.
Throughout the story, he is confronted with difficult situations. He may be afraid and lonely; he may feel like running away, longing for the comfort and safety of home. He often faces situations that are particularly trying for him personally. But he doesn’t turn aside; he doesn’t (unlike his brothers or others who attempt the same journey) make the safe and easy choices. He doesn’t wimp out. He is Courageous.
He’s not a cardboard action hero, though. His brain is tested, and he must be able to learn from his mistakes. In many versions of the story, he doesn’t initially follow the advice given him, and his mistakes create complexity and danger. The next time a similar situation arises, he behaves differently and succeeds at his task. He doesn’t deny or whine or blame; he improves. Finally, he uses his powers of discrimination to think through difficult choices and arrive at the best and most moral solution. He is thoughtful, appropriately humble, clear-headed and curious. He is Wise.
Along the way, the future leader meets people or creatures in need, and he helps them or shares with them even though his own supplies are low; even if helping them takes him out of his way or slows him down. In some versions of the story, he actually has to seem to sacrifice his life for those he loves or to whom he owes his loyalty (this always turns out OK in the end). And later on, when he is king, his people are prosperous and happy because he rules with an open hand — the leader is not stingy, miserly or selfish. He is Generous.
Finally, and perhaps most importantly, his word is his bond. If he tells his dying father that he will find the magic potion to cure him, you know that he will. If he tells the princess that he will come back to marry her, she can send out the invitations. The hero does not equivocate or exaggerate. He is Trustworthy.
When leaders demonstrate these attributes consistently, they become a strong, safe point around which teams and organizations can coalesce. Their people turn to them and say, We’re with you – let’s go. And great things happen.
Thanks for your good post,please discuss more in detials.
kind regards
I could imagine very few people who could meet the six qualities of a good leader. If these qualities could be learned and acquired, you have a huge market and your book would be a best seller.
Benjamin –
I certainly hope you’re right! We’ve been working with leaders for almost 15 years, helping them to learn and acquire these qualities, and our clients find it truly helpful. I’m hoping the book brings this knowledge to an even wider audience.
Warmly,
Erika
I certainly agree and accept without any condition the six qualities of a good leader, if and only if these qualities could be learned and taught in Policy and Strategic institutions for Managers and would-be leaders.
If the six qualities could be institutionalized, the world will be a better place for all of us.
Basil N. Okorafor
bienventures2004@yahoo.com
Basil –
Thanks for you supportive comment! I hope you find my book on these qualities valuable – it will be coming out in 2012 – we certainly hope that people use them to better the world.!
Warmly,
Erika
[…] is my third post about the qualities people look for in their leaders (the first two focused on the attributes of far-sighted and passionate). We look for courage in […]
Interesting list…The part that I think most people have trouble with is the “generous” quality. There are too many people who attempt to take credit for other people’s work, and don’t give credit where credit is due. That does dovetail with the “trustworthy” quality, because too much of that will make people not trust you at all.
Kara –
That’s a great point – being consistently “ungenerous” makes it less likely that people will trust you. And when a leader IS generous, it really supports an open and trusting environment.
Erika
As I read through each I could clearly see my own strengths and weaknesses. I think this would make a great book.
Tim –
That’s great to hear! I’ll keep you posted, on my blog, as to the pub date. (Sometime in 2012.)
Warmly,
Erika
From your Forbes submission today – “And I saw one thing again and again over the years; people get promoted or elected or sometimes just thrown in to leadership roles, but that doesn’t make them leaders. People only become true and effective leaders when those around them accept their leadership.” My experience has been that people get promoted or elected or sometimes just through into MANAGEMENT roles and they become good managers but poor leaders. The results are predictable. Morale and performance decline over a period of time directly proportional to the degree of improper or bad leadership. The job itself is still accomplished but less efficiently, less effectively, and then the downfall begins and it’s usually chalked up to bad employees or those that just aren’t on board with the business. New employees are brought in to buoy up the manager and it may or may not work. The manager may learn something or they may not. Leadership and management are two entirely different concepts. In many companies, leaders are not the managers, supervisors, or designated lead personnel. They just appear and are unofficial leaders. Those are the people I seek out when I have something to manage in a department. I seek the leaders, the natural or trained leaders and put them into positions where they can positively influence those around them. I remember someone answering the question ‘How do you know if you’re a leader or not?’ many years ago and still smile, “It’s simple!” was the introduction “Just turn around and look behind you. If someone is there, you’re a leader.” A parent can be a leader, so can your best friend, a manager, anyone that is put into a position where something has to happen. Someone will step forward and say “Let’s do this” and for some reason, people will think “That feels like the right thing to do” and they’ll go along with it. The duration of following, the degree to which someone follows, the risks involved, will all depend on all of the things that you mentioned in your blog post. You’re never finished learning to be a leader. If you lead, you will make mistakes and you will learn from them and you will be better for it. It’s how you make mistakes, not the mistakes themselves, that will separate you from the pack of others. It’s how you admit those mistakes, and how you take care of those that have been affected by your mistake that will give them confidence in your ability to be human, screw up, and continue on with their best interests at hand. Can’t wait for the book. I love to discuss this subject because we need leaders now more than ever I believe.
Geoff –
I 1000% agree with everything you’ve said! Thank you so much for posting. Definitely, a person can be a good manager and a poor leader, a poor manager and a good leader – bad at booth, or good at both! I’ve seen all the combinations in my travels. ;-)) I’ll keep you posted about the book; hope you enjoy it and find it useful!
Warmly,
Erika
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