What Do We Expect From "Real" Leaders?

There's an entire industry built around Leadership. Graduate programs, consulting businesses, workshops, seminars, books, DVD's...I sometimes wonder if it hasn't become a cult in search of an idealized organizational savior. If that's the case for some, then the search will continue indefinitely but the conversation will be wonderfully angst-filled.

"Most people who want to get ahead do it backward. They think, 'I'll get a bigger job, then I'll learn how to be a leader.' But showing leadership skill is how you get the bigger job in the first place. Leadership isn't a position, it's a process." --John C. Maxwell

Let's Begin Here

For those seeking a realistic and practical approach to building leadership abilities, maybe we need to start by asking:

1. What do we really expect? This is based upon each organization's strategies, value system, and the ability to bring in "the right person at the right time for the right leadership role."

2. Are we willing to invest the time, money, and energy to build mature leadership capability by purposefully putting people in positions of leadership? Are we committed to making an investment in a process?

3. If "yes," how will we do that?

4. If "no," then are we willing to change our expectations and live with the results?

If it's about speed, it isn't about maturity

The business climate now is about speed, quarterly results, and change.

It is almost impossible to develop people's abilities for the long run in the context of a single organization's culture and needs. When there was commitment to-- and from--employees, you could track, train, develop, and promote with longevity in mind. Companies had a sense of confidence about an individual's real capabilities because people had been tested and observed in different situations over a long period of time. You could assess, first hand, both skill and maturity under pressure.

Perhaps many organizations aren't developing for the "long run" but instead, for a specific shorter-term window.

Leadership and the "Project Culture"

With so much job changing due to corporate change, downsizing, and personal goals, the notion of a traditional "career" is all but dead in most industries. Maybe we should get real and start to look at work life as a series of projects. If so, then perhaps we're looking to develop leaders whose strengths include the ability to move in and out of new relationships and situations as well as adept at gaining trust and unifying people under those conditions.

One thing I am sure of: You can't microwave leaders and expect a 5-Star Experience

Leaders can be developed. It seems to me that if we're genuinely concerned with leader development, it may be time to examine the validity of both our assumptions and expectations.

_________________________________

Update: Respected consultant and writer, Jackie Cameron, pointed me to a local example (Scotland) of someone who has stepped up and has exercised self-leadership in his early career search. His name is Antonio Greer.

Comments

[DebExo]

Amen! And thank you! I do believe those of us who are in the "leadership business" have a tendency to use the models we grew up with in business...and as we know, the business world shifted, and we have not always adapted (I include myself in the "we").

I loved the leadership competencies that you called out for todays business climate that is about speed, quarterly results, and change:
-ability to move in and out of new relationships and situations
-adept at gaining trust and unifying people

I would love to see more conversation on this topic...so very relevant for today!

[Jackie Cameron]

The competencies highlighted by Deb have become increasingly revelevant over recent times and deserve to be recognised and valued. I am frustrated when "leadership" discussions focus entirely on "leading teams" - when often personal leadership would be most helpful and indeed should be encouraged by people at all stages in their career and levels in their organisations. So, Steve, thank you once again for saying what I have struggled to find the words to express...

...start showing your leadership in your very first job...and develop your leadership skills from there

[Steve Roesler]

DebExo,

More conversation would be good.

Not sure yet if the fundamental models of human development come into question but how we use them, "deliver" education, and re-define the word "career" all come into play.

Let's see what we follows, and thanks for stopping by to weigh in on a key business topic.

[Steve Roesler]

Jackie,

Since you are "out there" every day, you get to see what's *real* and what isn't, as well as what is and isn't helpful. So, I'm always eager to hear your take on an issue, especially since you work a lot with younger people.

Been thinking a lot recently about the focus on "teaminess," which is certainly important in getting anything done. However, I've noticed a distinct drop-off in emphasis on self-leadership, which is where it all begins. I think it is time to bring this back to the forefront.

Hope all is well in the Land of Haggis. . .

[Jackie Cameron]

Take a look at what Antonio is doing http://antoniogreer.weebly.com/1/post/2010/01/that-will-dowill-it-really.html

He was on one of my communication skills workshops in November and since then he has shown real leadership in his approach to his own job search and in encouraging his peers.

In my humble opinion this is where we should be investing time and resources - at the earliest stages of someone's career....

[Jackie Cameron]

And the land of haggis is wondeful thank you!

[Steve Roesler]

Jackie,

Got the link for Antonio, although the direct one doesn't work. So I went on the main site and am going to add it to the post.

Thank you for the heads-up!

[Wally Bock]

I like the term "mature" leadership. I think the commitment to a process is absolutely necessary. But I fear that most of the organizations I see prefer either magic or the microwave.

[Steve Roesler]

Wally,

I would have to say that, often, it falls to the "outside" people to make the case over and over.

There is also no shortage of "consultants" and trainers selling shake and bake products. Sort of "Management by Mandrake".

[david mcqueen]

My approach to leadership started not with businesses but with youth. It is amazing that often the tenets of youth leadership seem to be lost between graduation and becoming an executive. The emphasis then gets placed solely on team leadership instead of being inclusive and emphasizing self leadership (I could get started on followship but thats a different blog).

The Rules of the Playground still apply for leadership.
Who are we? Whom do we trust? Who do we relate to?
The more companies refer back to these simple principles the easier we would be to empower many of the emerging leaders. As you say, over time.

[Steve Roesler]

David, I thoroughly enjoyed the simplicity and truth in your comment. (And I would be pleased to join you in a healthy rant on the importance of followership).

It's often the perceived and silently agreed to value of "complexity" that gets in the way of the truth in simplicity.

Thanks for offering this up.

[Mile High Pixie]

Oh oh oh oh oh oh OH!!! This is the most wonderful post to stumble upon as I'm working on a seminar that I'll be giving in the summer. A colleague and I will be addressing managers and firm leaders in architecture about how best to train and mentor interns (new/unlicensed folks in architecture). Some architects (project managers) are hoping that if they at least sit the intern NEAR the microwave, they'll turn into Chicken Cordon Bleu. "What, I have to put him IN the microwave? Hunh?!" Indeed, you have to train your interns for leadership and followership--treat them as people who have a lot to learn and to offer, not as replaceable flesh-and-blood widgets fresh out of school.

[Steve Roesler]

Mile High Pixie,

Ah, a treat to see your face in the place. Am a bit slow in my responses as I'm in the midst of a two-week traveling roadshow that is stifling my writing time.

You described the situation exceedingly well and in a way that put a much-appreciated smile on my face.

So ask them this: "What would happen if you offered up a shake-and-bake dinner for your wedding anniversary?" The answer: You wouldn't have to worry about what to do next year.

And so it is with trying to microwave professionalism.