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Jenn Reinhardt, HIHR Operations Manager and Go HIHR Community Administrator
October 23rd, 2019 |
Leadership is an essential skill for business leaders. If you have employees, you’re expected to lead those employees. If you’re a member of a network, you need to have influence within the network. Even when it’s just you, you must lead yourself. For many businesses, strong leadership makes the difference between success and collapse.
So what do you do if you’ve never been a leader before? How do you learn if you’re the head of your organization? Who trains the guy at the top? Is leadership even something you can learn?
We’ll work through these questions and more.
This article series, Leadership: 101, will focus on defining and understanding the concept of leadership. Our follow-up article series, Leadership: 102, Leadership Basics for Entrepreneurs, will talk through the practical basics of how to lead when you're the "one in charge". But even that won't exhaust this topic, so be prepared to continue the conversation down the road.
So what do you do if you’ve never been a leader before? How do you learn if you’re the head of your organization? Who trains the guy at the top? Is leadership even something you can learn?
We’ll work through these questions and more.
This article series, Leadership: 101, will focus on defining and understanding the concept of leadership. Our follow-up article series, Leadership: 102, Leadership Basics for Entrepreneurs, will talk through the practical basics of how to lead when you're the "one in charge". But even that won't exhaust this topic, so be prepared to continue the conversation down the road.
Leadership Misconceptions
What is a leader? What do leaders do? How do you become a leader? Can you even choose to be one?
When learning any new skill, it’s hard to come to a new understanding if you’re being held hostage by your old assumptions and expectations. With that in mind, take a few minutes to understand your own assumptions about leadership.
When learning any new skill, it’s hard to come to a new understanding if you’re being held hostage by your old assumptions and expectations. With that in mind, take a few minutes to understand your own assumptions about leadership.
Often, when discussing leadership with others, I’ll ask the simple question, “What is a leader?” And I often get some variation of the following responses:
Leadership is a title; it's a position I'm given because I've earned it.A leader is the boss. They know what to do and how to make others do it.A leader is energetic, charismatic and well-spoken. A leader is someone people naturally want to follow.A leader is the most talented person on a team. I don't follow anyone who can't execute a project better than I can.Leadership is a natural ability. Some people are just born with it. |
What do you believe about the statements above? What do you believe about leadership? Are you a leader? Don't answer with what you should believe--be honest about what you actually believe. In your heart of hearts, do you believe you have leadership potential? If so, why?
Leadership is not an obscure topic. The world is full of different ideas about what leadership is, what it can do, and how to do it well. With so many opinions in the fray, its easy build up a lot of expectations about leadership by adding the opinions of others, one by one.
So before we can answer the question of what leadership is, let's strip away all those extra layers of complexity. Let's talk first about what leadership isn't.
Take, for example, the statements listed above. From here on out, we'll refer to those as our "leadership myths".
The first few statements are true sometimes--they may be true depending on your situation, but they're untrue just as often as they're true. The last one is a blatant fallacy--it's not true at all, in my opinion.
But whatever your situation, NONE of these defines leadership.
Let's dismantle these myths one by one. After we shed our misconceptions, we'll talk about what does define leadership.
Leadership is not an obscure topic. The world is full of different ideas about what leadership is, what it can do, and how to do it well. With so many opinions in the fray, its easy build up a lot of expectations about leadership by adding the opinions of others, one by one.
So before we can answer the question of what leadership is, let's strip away all those extra layers of complexity. Let's talk first about what leadership isn't.
Take, for example, the statements listed above. From here on out, we'll refer to those as our "leadership myths".
The first few statements are true sometimes--they may be true depending on your situation, but they're untrue just as often as they're true. The last one is a blatant fallacy--it's not true at all, in my opinion.
But whatever your situation, NONE of these defines leadership.
Let's dismantle these myths one by one. After we shed our misconceptions, we'll talk about what does define leadership.
Myth #1: Positional Leadership
Leadership is a title; it's a position I'm given because I've earned it. |
This misconception represents a very narrow understanding of leadership. It assumes that a person is only a leader if they've been put in charge of other people. This implies that someone else--someone who is not you--decides whether or not you are a leader, and determines the extent of your leadership influence.
That's not true, of course. You can decide to be a leader--you don't have to wait for someone else to give you permission.
Here, we'll make a distinction here between two types of leadership:
Positional Leadership is what is sounds like--a position of leadership. This is the "team leader" the "Head of such-and-such" or the "Director of whatever". Leadership can entail a position, because certain positions assume you'll effectively influence a team of people under you.
Positional Leadership is important to understand--in fact, it's the sole focus of our follow-up article series, Leadership: 102--Leadership Development for Entrepreneurs. But a title isn't a prerequisite for leadership.
Non-positional leadership is a more inclusive type of leadership--a more casual leadership in which you influence peers, mentees, friends, co-workers, children . . . anyone you "do life" with. This understanding of leadership is the type we'll be exploring further in this article series.
That's not true, of course. You can decide to be a leader--you don't have to wait for someone else to give you permission.
Here, we'll make a distinction here between two types of leadership:
Positional Leadership is what is sounds like--a position of leadership. This is the "team leader" the "Head of such-and-such" or the "Director of whatever". Leadership can entail a position, because certain positions assume you'll effectively influence a team of people under you.
Positional Leadership is important to understand--in fact, it's the sole focus of our follow-up article series, Leadership: 102--Leadership Development for Entrepreneurs. But a title isn't a prerequisite for leadership.
Non-positional leadership is a more inclusive type of leadership--a more casual leadership in which you influence peers, mentees, friends, co-workers, children . . . anyone you "do life" with. This understanding of leadership is the type we'll be exploring further in this article series.
Myth #2: Leadership vs Management
A leader is the boss. They know what to do and how to make others do it. |
This myth, also, assumes positional leadership. But more than that, it assumes that it assumes that a leader is the one with the strongest metaphorical "muscles" -- they can manipulate or threaten "good behavior". It implies that a leader knows the "right" way to do something, and everyone else needs to fall in line . . . or else.
This couldn't be further than the truth. A good leader won't threaten or coerce others into cooperation. They inspire others to reach the goal together.
This myth also assumes that a leader makes the decisions alone. Often, when tackling a problem, there is no "right way"--there are just different ways, with different benefits and challenges. Even in the context of positional leadership, a leader may need to make the final call, but any decision will be stronger if it’s a collaborative process. And a good leader will look to his team to offer insights and solutions--because a diverse team will come up with better solutions than a single person, in the end.
This kind of thinking about leadership sometimes stems from confusion about the overlap and differences between management and leadership:
The purpose of a leader is to support and empower their team. Leadership involves building trust, acting with integrity, and inspiring others.
The purpose of a manager is to get the results his company requires. Management involves communicating clearly, holding others accountable, planning and delegating effectively and managing time well.
They seem like very different goals, but in reality, the two roles often overlap. And that's usually a good thing--both skill sets are good and necessary. It’s hard to be a good leader AND a good manager, but it’s not impossible—it’s ideal. The best managers are also good leaders, and the best leaders usually have some management skills as well, even if they're not "managers" in title.
To be a successful manger and a successful leader, you need to understand how both goals support the other. When a team is supported and empowered, they give better results. When you are able to clearly and confidently push your team to deliver results, your team rises to new heights and develops new competencies.
People usually develop one skill first, then learn the other. That’s ok—everyone is a beginner at something and an expert at something else. But even if you feel less natural in one of the roles, don't throw in the towel. Imagine if your employees said, “I’m not doing my cleaning routines well because I’m just not good at it.” You’d say, “That’s not an excuse; let me help you learn to do it better.” It's similar with leadership and management skills. If you are a business owner, or the leader of your company, both are part of your job. And it's part of your responsibility to your team and to your company is to continue to learn and grow.
This couldn't be further than the truth. A good leader won't threaten or coerce others into cooperation. They inspire others to reach the goal together.
This myth also assumes that a leader makes the decisions alone. Often, when tackling a problem, there is no "right way"--there are just different ways, with different benefits and challenges. Even in the context of positional leadership, a leader may need to make the final call, but any decision will be stronger if it’s a collaborative process. And a good leader will look to his team to offer insights and solutions--because a diverse team will come up with better solutions than a single person, in the end.
This kind of thinking about leadership sometimes stems from confusion about the overlap and differences between management and leadership:
The purpose of a leader is to support and empower their team. Leadership involves building trust, acting with integrity, and inspiring others.
The purpose of a manager is to get the results his company requires. Management involves communicating clearly, holding others accountable, planning and delegating effectively and managing time well.
They seem like very different goals, but in reality, the two roles often overlap. And that's usually a good thing--both skill sets are good and necessary. It’s hard to be a good leader AND a good manager, but it’s not impossible—it’s ideal. The best managers are also good leaders, and the best leaders usually have some management skills as well, even if they're not "managers" in title.
To be a successful manger and a successful leader, you need to understand how both goals support the other. When a team is supported and empowered, they give better results. When you are able to clearly and confidently push your team to deliver results, your team rises to new heights and develops new competencies.
People usually develop one skill first, then learn the other. That’s ok—everyone is a beginner at something and an expert at something else. But even if you feel less natural in one of the roles, don't throw in the towel. Imagine if your employees said, “I’m not doing my cleaning routines well because I’m just not good at it.” You’d say, “That’s not an excuse; let me help you learn to do it better.” It's similar with leadership and management skills. If you are a business owner, or the leader of your company, both are part of your job. And it's part of your responsibility to your team and to your company is to continue to learn and grow.
Myth #3: Leadership Influence
A leader is energetic, charismatic and well-spoken. A leader is someone people naturally want to follow. |
This myth assumes there’s a “right” kind of person for leadership—that there’s a certain kind of personality that is best suited for leading people. The myth says that if you're not a great public speaker, or you're not a gregarious person, you're not really "cut out" for leadership. In a previous role, I spent years training young people in leadership basics and preparing them to lead team overseas. These leaders had a variety of different personalities, different gifts, different natural dispositions. But all of them could learn to lead. There’s no “right” personality for a leader.
There’s also no "right" kind of leadership. Some people have broad but shallow influence over many people--think of Steve Jobs or Martin Luther King Jr. Others have deep, narrow influence over just a few--think of a mentor, teacher or friend in your life who has helped you grow and change in ways you wouldn't have otherwise. Both broad influence and narrow influence (and everything in between) are leadership, and both are necessary.
Neither is better; we just tend to associate leadership with the former because that kind of leadership is more widely recognized and celebrated. But you don’t need to influence thousands to be a leader. And leaders who impact just a few people often end up having a deeper, more lasting impact on the people they influence.
The measure of a leader isn't in how many people they influence. Experienced leaders may influence more people. But even inexperienced leaders have some influence over someone. And the true measure of a leader is in what you choose to do with the influence you have. The more you use your influence to lead others, the more influence you will gain--and your leadership impact will continue to grow.
There’s also no "right" kind of leadership. Some people have broad but shallow influence over many people--think of Steve Jobs or Martin Luther King Jr. Others have deep, narrow influence over just a few--think of a mentor, teacher or friend in your life who has helped you grow and change in ways you wouldn't have otherwise. Both broad influence and narrow influence (and everything in between) are leadership, and both are necessary.
Neither is better; we just tend to associate leadership with the former because that kind of leadership is more widely recognized and celebrated. But you don’t need to influence thousands to be a leader. And leaders who impact just a few people often end up having a deeper, more lasting impact on the people they influence.
The measure of a leader isn't in how many people they influence. Experienced leaders may influence more people. But even inexperienced leaders have some influence over someone. And the true measure of a leader is in what you choose to do with the influence you have. The more you use your influence to lead others, the more influence you will gain--and your leadership impact will continue to grow.
Myth #4: Leaders vs. Executors
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A leader is the most talented person on a team. I don't follow anyone who can't execute a project better than I can. |
This myth assumes that the biggest contribution a leader can make to a team is execution. This is often how workplaces get into trouble. They have a high-performing employee, and as recognition of their contribution, they make them into managers. But if a person isn't supported with any sort of mentorship or leadership training, they may not know how to lead a team effectively. You run the risk of ineffective managers trying to order around jaded team members, and the lack of trust and respect on both sides undermines the entire culture.
We often assume that "doing" will translate into "leading". But these are different skills entirely.
It works the other way too. Being a good coach doesn’t mean you had to be an all-star. Being a good film director doesn’t mean you have to be a good actor. Even if you aren't the best and most talented executor on a team, that doesn't mean you aren't suited to leadership.
This kind of expectation may actually be counterproductive. If you have a uniquely talented executor on the team, you want them doing the thing they’re most uniquely gifted to do--executing. A leader, on the other hand, can focus on supporting and resourcing the star executors, making the whole team more productive and efficient.
Leaders are often called upon to do all the rote, organizing kinds of tasks, in order to give their team the freedom to execute. In my own leadership experiences, I often found myself passing up on interesting opportunities and fun projects so that my team could have the experience instead. Good leaders are “liberators”. They exist to serve and support their team. It’s an inherently selfless position—laying aside your own needs in order to meet the needs of the team.
This is a very different skill than execution. They can certainly co-exist, but just because you’re not the best do-er on your team doesn’t mean you won’t be the best leader. Similarly, just because you are the best do-er doesn't mean you won't have to work hard at developing your leadership skills.
We often assume that "doing" will translate into "leading". But these are different skills entirely.
It works the other way too. Being a good coach doesn’t mean you had to be an all-star. Being a good film director doesn’t mean you have to be a good actor. Even if you aren't the best and most talented executor on a team, that doesn't mean you aren't suited to leadership.
This kind of expectation may actually be counterproductive. If you have a uniquely talented executor on the team, you want them doing the thing they’re most uniquely gifted to do--executing. A leader, on the other hand, can focus on supporting and resourcing the star executors, making the whole team more productive and efficient.
Leaders are often called upon to do all the rote, organizing kinds of tasks, in order to give their team the freedom to execute. In my own leadership experiences, I often found myself passing up on interesting opportunities and fun projects so that my team could have the experience instead. Good leaders are “liberators”. They exist to serve and support their team. It’s an inherently selfless position—laying aside your own needs in order to meet the needs of the team.
This is a very different skill than execution. They can certainly co-exist, but just because you’re not the best do-er on your team doesn’t mean you won’t be the best leader. Similarly, just because you are the best do-er doesn't mean you won't have to work hard at developing your leadership skills.
Myth #5: Leadership Growth
Leadership is a natural ability. Some people are just born with it. |
Most of the "leadership myths" above can be true sometimes, but aren't always true, and certainly don't define what leadership is.
This myth--that leadership is a natural ability--is the only one on the list that I contend is completely false.
Leadership is a skill. And like every other skill, it can be learned, practiced and developed. You can be a leader. If you don’t know how, you can learn it. There’s nothing stopping you if you have the courage to try.
Whether or not you believe this--that skills can be learned--will have an immense impact on your success. Dr. Carol Dweck and her team are known for their research on the difference between a "growth mindset" and a "fixed mindset". Their research illustrates that people who believe that intelligence is static--that it can't be changed or developed--tend to grow more slowly because they avoid situations that challenge them and give up more easily when they fail. On the other hand, people who believe that intelligence can be developed--those with a "growth mindset"--are more likely to persevere through failure, learn faster and master new skills.
Some people learn certain things quickly, some people take longer for some things. Some people learn a skill early in life and others learn that same skill later. But everything that anyone does is a thing they had to learn how to do.
I think the reason we see some people as "natural" leaders is because there are a lot of skills that support leadership--like communication, responsibility, observation skills, etc. Some people learn these skills years before they’re ever put into a position of leadership. So when they finally have the title of “leader” and everyone is judging wether or not they’re a “good” leader or a “bad” leader, they’ve had a lot of time to master these skills and to practice leading. It creates the false illusion that they're just "naturally gifted" at leadership, when in reality they worked hard to learn how to lead--they just did it long before anyone was calling them a leader.
So if you’re not yet a positional leader, this is good news: you can start learning to lead right now, wherever you are. It also means, if you do want to lead others, and you don't feel especially gifted at it, don't worry. You can learn this.
This myth--that leadership is a natural ability--is the only one on the list that I contend is completely false.
Leadership is a skill. And like every other skill, it can be learned, practiced and developed. You can be a leader. If you don’t know how, you can learn it. There’s nothing stopping you if you have the courage to try.
Whether or not you believe this--that skills can be learned--will have an immense impact on your success. Dr. Carol Dweck and her team are known for their research on the difference between a "growth mindset" and a "fixed mindset". Their research illustrates that people who believe that intelligence is static--that it can't be changed or developed--tend to grow more slowly because they avoid situations that challenge them and give up more easily when they fail. On the other hand, people who believe that intelligence can be developed--those with a "growth mindset"--are more likely to persevere through failure, learn faster and master new skills.
Some people learn certain things quickly, some people take longer for some things. Some people learn a skill early in life and others learn that same skill later. But everything that anyone does is a thing they had to learn how to do.
I think the reason we see some people as "natural" leaders is because there are a lot of skills that support leadership--like communication, responsibility, observation skills, etc. Some people learn these skills years before they’re ever put into a position of leadership. So when they finally have the title of “leader” and everyone is judging wether or not they’re a “good” leader or a “bad” leader, they’ve had a lot of time to master these skills and to practice leading. It creates the false illusion that they're just "naturally gifted" at leadership, when in reality they worked hard to learn how to lead--they just did it long before anyone was calling them a leader.
So if you’re not yet a positional leader, this is good news: you can start learning to lead right now, wherever you are. It also means, if you do want to lead others, and you don't feel especially gifted at it, don't worry. You can learn this.
Defining Leadership
After all that, we've established what leadership isn't. So, let's (finally) talk about what leadership is.
- Good leaders sometimes tell people what to do, but leadership is more than just giving directions—it’s liberating people to do what’s needed in the best possible way.
- "Good leaders don’t depend on their position to give them authority; they depend on earning trust. They don’t mandate good performance, they inspire it."
- -John Graham, President of the Giraffe Project and former U.N. Diplomat
My definition of leadership is simple: Leadership is influence, leveraged intentionally, to point others towards a goal. Said another way, if you affect someone on purpose, for a purpose, you are a leader.
Once the idea of leadership is untethered from a title, a "right type" of person, or a set of "natural skills" it takes on greater possibilities. If leadership isn't a title, you don't need to wait for someone else to give you permission to have an impact on the people around you. If leadership isn't a right of seniority, you don't need to "put in your time" before you can call yourself a leader. If leadership isn't a natural skill, there's no reason to be discouraged if it takes some time to develop.
Leadership--at least, non-positional leadership--isn't limited to a certain kind of person, with a certain level of education or training, or with a certain set of knowledge. It's not limited to the "indoctrinated". Leadership is attainable for everyone.
The reason leadership doesn't need to wait until you have a title is simple--you have influence right now, wherever you are. In fact, everyone does. What you choose to do with it determines whether or not you are a leader.
And this is good news for anyone who wants to impact the people around them. You don't need to wait around for a mandate. Start looking for your areas of influence now.
Once the idea of leadership is untethered from a title, a "right type" of person, or a set of "natural skills" it takes on greater possibilities. If leadership isn't a title, you don't need to wait for someone else to give you permission to have an impact on the people around you. If leadership isn't a right of seniority, you don't need to "put in your time" before you can call yourself a leader. If leadership isn't a natural skill, there's no reason to be discouraged if it takes some time to develop.
Leadership--at least, non-positional leadership--isn't limited to a certain kind of person, with a certain level of education or training, or with a certain set of knowledge. It's not limited to the "indoctrinated". Leadership is attainable for everyone.
The reason leadership doesn't need to wait until you have a title is simple--you have influence right now, wherever you are. In fact, everyone does. What you choose to do with it determines whether or not you are a leader.
And this is good news for anyone who wants to impact the people around them. You don't need to wait around for a mandate. Start looking for your areas of influence now.
Exploring Your Leadership Potential
If leadership is influence + intentionality, then recognizing your influence is the first step in leading others, wherever you are. Unless you've lived your whole life as a hermit, you do have influence. Everyone does.
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Think about the last time you . . .
. . . brightened someone's otherwise difficult day. . . . heard your son/daughter/niece/etc. repeat a word you said (that you thought they hadn't heard). . . . gave a friend advice to help them through a difficult time. . . . you lost your temper and made a tense situation worse. . . . you had a conversation with someone that changed that person's mind about something. |
All of these situations are example of the influence you have on those around you. For better or worse, your words, actions and attitudes do impact the actions, attitudes and behaviors of others. Once you accept that you have influence, it's up to you to look for it, and to decide what to do with it.
We'll talk about how to do this as a positional leader (a leader with a title), but not everyone is a positional leader. Everyone can be a non-positional leader. So first, how do you lead others towards a goal as a follower?
In fact, in some ways, it's actually easier to lead as a follower. Since, as we defined above, leadership is influence leveraged intentionally, a non-positional leader has the freedom to use their influence in unique ways to impact those around them. You sometimes have greater trust or greater influence with your peers than you do with your subordinates. Positional leadership also usually entails a lot of organizing and managing, which can take a lot of time and energy; they are responsible for creating the framework for their team. A non-positional leader is free to focus on how their words, actions and attitudes influence the people around them.
One of the best things you can do as a follower to support your team (and your leader, if you have one) is to strive for an attitude of collaboration, rather than an attitude of consumerism.
A consumer thinks of what others are doing for them. They wait to be served. They don't make the effort to find answers or solve problems on their own. They sometimes think of themselves as "available" to help others on the team, but they wait passively to be approached.
A collaborator focuses on what they can do for others, and what all of us are doing together. They take initiatives to find their own information, create their own solutions, and reach out to team members to offer support. A collaborator works with others to find the best way for everyone to reach the goal.
In fact, in some ways, it's actually easier to lead as a follower. Since, as we defined above, leadership is influence leveraged intentionally, a non-positional leader has the freedom to use their influence in unique ways to impact those around them. You sometimes have greater trust or greater influence with your peers than you do with your subordinates. Positional leadership also usually entails a lot of organizing and managing, which can take a lot of time and energy; they are responsible for creating the framework for their team. A non-positional leader is free to focus on how their words, actions and attitudes influence the people around them.
One of the best things you can do as a follower to support your team (and your leader, if you have one) is to strive for an attitude of collaboration, rather than an attitude of consumerism.
A consumer thinks of what others are doing for them. They wait to be served. They don't make the effort to find answers or solve problems on their own. They sometimes think of themselves as "available" to help others on the team, but they wait passively to be approached.
A collaborator focuses on what they can do for others, and what all of us are doing together. They take initiatives to find their own information, create their own solutions, and reach out to team members to offer support. A collaborator works with others to find the best way for everyone to reach the goal.
Reflection QuestionsAsk yourself the questions below:
Ask the questions below to a friend or mentor:
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Begin practicing now, wherever you are. Not just so you're prepared for your future leadership role, but also so you can make the most of the leadership impact you can have right NOW.
What are the Next Steps?
We haven't exhausted the topic of leadership--not even close. We posted a second article series, Leadership: 102, Leadership Basics for Entrepreneurs, to further explore the topic of positional leadership (leadership when you're the "one in charge"), but even that won't cover all there is to talk about.
We'll come back to this topic in the future, but for now, we're also made some additional resources available to help you develop your leadership skills and lead your business with confidence:
Join us for our monthly live webinar with Erika Butler, HIHR CEO, on Tuesday, November 12th at 1:00pm EST.
Join the discussion in the forum.
Check out our exclusive membership deals--available in November only. We're offering a full-day leadership training as well as personalized leadership coaching sessions, all for 10% off our usual rates.
Check out our Resource Archive for useful tools and templates.
Finally, be sure to schedule your monthly session with your HR Advisor. If you have questions about leadership, how to lead your team, or what you can do to grow as a leader, your advisor can help!
We'll come back to this topic in the future, but for now, we're also made some additional resources available to help you develop your leadership skills and lead your business with confidence:
Join us for our monthly live webinar with Erika Butler, HIHR CEO, on Tuesday, November 12th at 1:00pm EST.
Join the discussion in the forum.
Check out our exclusive membership deals--available in November only. We're offering a full-day leadership training as well as personalized leadership coaching sessions, all for 10% off our usual rates.
Check out our Resource Archive for useful tools and templates.
Finally, be sure to schedule your monthly session with your HR Advisor. If you have questions about leadership, how to lead your team, or what you can do to grow as a leader, your advisor can help!
