It is a misnomer to believe that people are entirely ‘born’ to lead. Leaders typically work to develop traits that allow them to effectively lead those around them. Like any skill, these traits must be learned and practiced. While it is true that some have a better aptitude for learning these qualities, anybody can develop there the ability to lead.
The ability to make decisions – The best leaders have the ability to make decisions, even difficult ones. They can assess the situation and process the effect each of the possibilities will have. A good leader understands that failing to make decisions will negatively impact the effectiveness of their organization.
Risk Taking – true leaders are unafraid to take calculated risks. They realize that true success can only be obtained by taking chances. They also have the ability to determine the amount of risk involved in any given situation and the wisdom to know when a particular risk is too great.
Communication – All great leaders have highly developed communication skills. They are easily able to communicate their wishes and desires to others in an effective way. Through both spoken and written words, leaders are always clear and concise.
Integrity – True leaders live by the motto “integrity is doing the right thing, even when no one is watching. They are inherently trustworthy and strive to be open and honest in all of their dealings.
Education – Realizing the importance of continuing education is crucial for effective leadership. By remaining open to new ideas and concepts and by continually improving themselves, they will continue to develop, adapt and grow as the environment around them does.
Vision – Leaders always strive to look at the big picture. While closely watching the details and keeping their eye on the ‘prize’ leaders have the ability to continually move forward.
Motivation – Perhaps the most important quality of leaders is their ability to motivate those around them. They are able to impart their vision in such a way that their ideas become exciting and possible. This motivation serves to promote both their business interest and the personal goals of the organization. Charisma plays a large role in motivation.
Self-Awareness – The ability to look at themselves and clearly recognize their strengths and weakness sets leaders apart from those around them. They are able to take criticism of their faults well and constructively address them.
Team Building – Leaders can easily recognize the strengths of their employees and effectively divide them into teams that are more successful than individuals. Team building strategies are a proven way of increasing the productivity of an organization.
Strategy – The best leaders always have a clear plan of action and follow it to achieve their goals. In addition, the can recognize when a particular strategy is not working and will work to tweak their plan for maximum effectiveness.
True leaders utilize these qualities to help themselves and their employees to strive for the best and often to accomplish the impossible. Diligently working on these qualities is the first step towards becoming an effective leader. What are your top leadership qualities?
I found this video last night while surfing the net. The video features Eric Schmidt speaking at IBM’s Business Partner Leadership Conference in May of 2008. In his speech, Eric talks a lot about the future of technology around the world, as well as the future of technology in the United States. Although it is somewhat technical in nature, Eric’s speech is full of examples of leadership. Eric, himself, is a great example of leadership in the modern business world. I highly suggest that you take the time to view this video. It’s kind of long, but well worth the time. Let me know what you think.
When I was a senior in my undergraduate program, I enrolled in an advanced communications course called Professional Presentation Strategies. The course focused on teaching students how to approach effective communication through storytelling. For me, this was a novel concept. I always thought of storytelling as something that we did around a camp fire. However, the reality of the matter is that storytelling can be an excellent way to effectively communicate ideas to others.
Storytelling is not, by any means, a brand new concept. Storytelling has been a big part of human oral tradition for thousands of years. As a matter of fact, storytelling is particularly influential in my cultural heritage (and has been for a very long time). From my personal experience I can say that my parents are master storytellers. When I look back a generation or two preceding my parents, I find even more skillful storytellers. And, let me clarify for a moment: by storytelling I do not mean telling an embellished narrative for entertainment or any other purpose. What I do mean by storytelling is the ability to convey meaning through a description, account, or narrative.
As time has passed through the ages, we have relied less on oral tradition and more on writing to convey meaning. Through this transition, new generations have lost their natural human ability to craft and use story (I’ll include myself in this category). Storytelling is so much more than creative speech and leaders can use story to effectively convey meaning.
Take, for example, a leader that wants to communicate to his people that both ethics and integrity are required within the organization. Not only does he believe that ethics and integrity are required within the organization, but also he wants to make these two items cultural norms within the organization. He sends out a memo, which everyone reads, directly stating that fact. And, his actions complement his statements. How effective do you think this leader will be in his direct communication? Say that instead of communicating directly in the above manner, this leader decides to tell a story about why ethics and integrity are so important to him and why the organization should follow. Perhaps a story about Enron is told, and the hardships faced by its people due to poor ethical standars? Perhaps a story about an ethical organization is told to highlight the advantages? Perhaps some other story is told or a personal experience. How effective, in comparison to a direct communication, do you think this leader will be in conveying meaning? In influencing his people? How effective was the above story in conveying meaning? Influencing you?
Storytelling is an art. What do you think about this concept? Can you provide an example of how storytelling was used in your organization, or life, to effectively convey meaning? Did it work? Looking back in time, with storytelling as a frame of reference, have you used story to convey meaning to others and not consciously know it? Was it effective? I’d like to hear your thoughts.
Here at The Prime Leader, we’ve talked a lot about some of the more popular topics related to the study and practice of leadership. For this post, however, I’d like to focus on a more fundamental topic of leadership studies – communication and, more specifically, the ability to convey meaning. Although the ability to convey meaning is a major topic in the study of communications, those who study and practice leadership tend to neglect it (not because they don’t understand its importance, but because other topics tend to dominate the field – and, in many ways, rightfully so). Nevertheless, I find it key to continually revisit some of these more unique and less talked about aspects of leadership.
Most of us would agree that messages communicated by leadership need to be communicated effectively. Why? Well, because if messages are not communicated effectively, they can be completely lost. If messages are lost objectives will, without question, be botched. What can be more fundamentally devastating to an organization than botched objectives? Without the ability convey meaning, the leadership process is completely ineffective. If your organization (or team, or whatever it happens to be) is frequently failing to meet its objectives, and exceed expectations for that matter, revisit communication in the leadership process.
With that said, how do we, as leaders, properly convey meaning? We should:
Make Messages Memorable
One way to properly convey meaning is by making messages memorable. In order for a message to be memorable, it must have the ability to be summarized briefly. It should provide guidance regarding how individuals are expected to perform, what rules bind them, and what organizational and cultural norms apply.
Communicate Consistently
Another way to properly convey meaning is by communicating consistently. If you deliver a message to a subordinate and then change your mind (thus delivering a second message) – then maybe even a third - is it really possible to effectively convey meaning?
Time Messages Appropriately
Another way to properly convey meaning is by timing messages appropriately. An improperly timed message will undoubtedly be lost. A common rule is that key messages should be communicated either earlier-on within a discussion or late within a discussion (as those tend to be the freshest in the mind).
Choose the Proper Communication Style
Finally, in order to properly convey meaning one must deliver a message in the proper communication style. Some messages can be more influential if communicated in person. Other messages may be more effective in written form. Adjust your communication style according to your objective.
In conclusion, the ability to convey meaning is an important part of the leadership process. A leader that can communicate effectively, and that can convey meaning, is one that will be more successful and influential. The next time you intend to communicate an important message, take a step back and ask yourself: “am I about to communicate memorably, consistently, at the right time, and with the right communication style?” If you utilize these checks before you deliver a message, you will likely communicate effectively and properly convey meaning.
A few weeks ago we discussed Power and Influence. We first defined power and influence and then identified several key sources of leadership power. I’d like to go back to our discussion of power for a moment so that we can cover, more specifically, expert power. Expert power is power that manifests itself in knowledge, information, and understanding. It is power that is demonstrated through making sound decisions. Expert power is most probably the greatest influencer on followers. And, it is, as a result, almost certainly the most effective source of power. When someone says “knowledge is power,” they’re definitely not being deceitful.
It seems as though followers are most persuaded by leaders that have the right answers. Take a look around your organization for a moment. With whom do most individuals show agreement? With whom do most individuals show disagreement? If your organization is like most others, then you’ll notice that individuals most agree with someone they observed succeeding. And, they most disagreed with someone they observed failing. Why does that matter? It matters because those with the knowledge and expertise are, most of the time, the ones demonstrating solid judgment and decision making and thus are the ones succeeding. Consequently, it is those individuals, the ones that exert expert power, that most influence others within the organization.
Below are a few examples of how you can apply expert power:
1. Give sound technical suggestions.
2. Share your experience and knowledge with others.
3. Share your training experiences with others.
4. Provide others with good career advice.
5. Provide others with technical aid.
Before you can apply expert power, however, you must gain it. Part of gaining expert power relates to how heavily you can immerse yourself in study, experience, and training. It’s pretty hard to give sound technical suggestions and assistance if you’re not technically adept. Likewise, it’s pretty hard to provide others with good career advice if your career is heading nowhere. Expert power is something that each and every one of us can gain. Over time, who is, and who is not, the “expert” within your organization changes. And, there are various experts for various topics. Take advantage of that. However, you have to be proactive. You have to be proactive in gathering the knowledge, experience, and skills that you need to become an expert. If you intend to have any influence over others, consider expert power.
How important is it for leaders to “do the right things?” I think that the majority of individuals out there would answer that question with a resounding “very important.” However, what does it actually mean to “do the right things” as a leader? Are we talking about approaching actions with a high degree of morality? Are we talking about making decisions in an ethical manner? Or, are we talking about doing what’s in the best interest of an organization? Too often leaders are faced with significant challenges in their organizations in above regard. Leaders not only struggle with the various interests and values within, but also with the competing interests and values of their organization and the followers that they lead.
Knowing the above, it is extremely important to affirm the fact that the moral, ethical, and values system that makes-up a leader strongly impacts the degree of success of the leadership process. Why? Well, because an individual’s moral, ethical, and values system is the primary determinant of how he/she defines problems and develops solutions. It is also the primary determinant of how he/she deciphers between what is right and what is wrong, and what is ethical and unethical. Being aware of these factors, as a leader, will help you not only make better decisions, but also develop stronger leadership skills. It’s the responsibility of a leader to not let his own values system interfere with the management of professional relationships. Although an action may be considered “moral” or “ethical” in your mind, it may not be considered so in the minds of others. These challenges are not easily faced, but becoming more conscious of your own values system (and the value systems of others), and how you interpret reality, will help you better lead through those challenges.
Some of the key positive behavioral attributes of a leader (“commonly understood”) are as follows:
Can anyone think of any other behavioral attributes of a leader that they would like to add to either list? How do you think a leader’s moral, ethical, and values system impacts the success of the leadership process? How about the success of the organization that they lead? I’d like to hear your thoughts.
Below is my first book review for The Prime Leader. Within my book reviews, I’ll usually cover a section on general reactions and a section on most valued topics / concepts. I hope you enjoy it:
I. General Reaction:
Goleman, Boyatzis, and McKee (2002) began Primal Leadership with a concept so simple, yet so effective, that it captivated my mind from the beginning to the end of the text: “Great leaders move us” (p. 3). My immediate reaction was to reflect upon a leader that had “moved” me in the past. Goleman et al. (2002) continued, “They ignite our passion and inspire the best in us. When we try to explain why they are so effective, we speak of strategy, vision, or powerful ideas. But the reality is much more primal: Great leadership works through the emotions” (p. 3). My mind suddenly shifted from reflecting upon a leader that had “moved” me in the past, to analyzing the mindset of that leader – one so able to ignite my passion and stimulate my senses. I asked myself, what was the common denominator? To my surprise, the common denominator was, in fact, emotions.
Throughout Primal Leadership, many concepts of great importance were discussed (and we’ll get into those topics in the next section of this review). From my take, however, the general structure of the text, as well as the order of sub-topics presented, was quite impressive. Primal Leadership was not only captivating, but also exciting, informative, and well written. The progression of information provided was manageable, simple, and complex – all at the same time. I would, most definitely, recommend this text to any colleague, family member, or friend interested in developing skills in emotional intelligence (EI). I’m glad that I purchased this text because it will, absolutely, be a “keeper” in my book collection.
II. Most Valuable Three Concepts:
The first concept that I found most valuable within Primal Leadership was the concept of resonant and dissonant leadership. Goleman et al. defines resonance as leadership driving positive emotions (p. 5) and dissonance as leadership driving negative emotions (p. 6). These concepts are extremely important, especially if you consider how Goleman et al. defines EI: “how leaders handle themselves and their relationships” (p. 6). EI, or at least EI that works, will logically follow strategies of resonant leadership. Picture in your mind, for a moment, a situation where a leader has utilized resonance to drive your behavior. What was the outcome of that moment? Were you more productive, or less productive? How did you feel? Did the leader achieve his goal? What were your group dynamics? In most cases, the answers to the questions outlined above would be positive. The answers would be positive because resonance is, by definition, leadership that drives positive emotions. If we are driven by positive emotions, positive outcomes will follow.
The second concept that I found most valuable within Primal Leadership was the concept of the four emotional intelligence domains. Goleman et al. defines the four EI domains as self-awareness, self-management, social awareness, and relationship management (p. 39). These four domains are essential to understand, and put into practice, in order to harness the power of emotional intelligence. Self-awareness is having a deep understanding of your emotions, as well as your strengths and weaknesses (Goleman, Boyatzis, and McKee, 2002, p. 40). Self-management is knowing your emotions, and being clear about your purpose (Goleman et al., 2002, p. 45). Social awareness is empathy (Goleman et al., p. 48). And, finally, relationship management is persuasion, conflict management, and collaboration (Goleman et al., p. 51). Taken together, it is clear that the four EI domains support resonant leadership. And, it’s clear that resonant leadership is the key to emotional intelligence.
The final concept that I found most valuable within Primal Leadership was the concept of self-directed learning. Self-directed learning requires first knowing your ideal self and then finding out about your real self (Goleman et al., p. 109). Goleman et al. summarizes self-directed learning as five discovers:
• The first discovery: My ideal self.
• The second discovery: My real self.
• The third discovery: My learning agenda.
• The fourth discovery: Experimenting with new behaviors to the point of mastery.
• The fifth discovery: Developing supportive relationships to make change possible (pp. 111-112).
Each discovery within self-directed learning allows an individual to grow closer to mastering the concept of leadership and emotional intelligence. Without self-directed learning it is impossible to become a resonant leader.
References:
Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal leadership: Realizing the power of emotional intelligence. Boston, MA: Harvard Business School Press.
Leadership development, like many other topics of leadership, can be controversial. I’m sure we’ve all heard the question, “are leaders born or are leaders made?” And, I’m sure we’ve all attempted to answer that question at one point or another in our lives. If leaders are truly born, then leadership development wouldn’t be necessary. If leaders are truly made, then any aspect of leadership can be taught to anyone, and anyone can be successful in the leadership process. However, neither of the above is true (or, at least, neither is fully true when it stands alone). We need leadership development because leaders are not born with all of knowledge and skills necessary to be effective. However, leaders are born with certain characteristics that help them increase effectiveness in the leadership process. It’s kind of like leaders are born with a varying level of leadership ability. Although this post is not intended to analyze whether or not leaders are born or made, it is intended to talk about leadership development.
One of the best ways to learn and to grow as leaders is to learn from experience. An often quoted model that talks about learning from experience is the Action-Observation-Reflection (AOR) model. This model states that leadership development is superior when we focus on experiences from an “action,” “observation,” and “reflection” perspective. When a leader acts but does not observe the results of his action (or reflect on his action), learning from his experience is rather impossible. The model states that he must act, then observe the results of his actions, and then reflect on those actions to determine the successes and failures of the action. Only then will a leader be able to learn from his experience. To summarize:
Action:
What did you do?
Observation:
What was the outcome?
Reflection:
What did you learn (and what are you going to change in the future)?
The Action-Observation-Reflection model is a simple, yet highly effective, model of leadership development. I often use this model not only in my professional life, but also in my personal life to learn from successes and failures in things like relationships, finances, and even faith. Incorporating the Action-Observation-Reflection model in both my professional and personal life has helped me learn from my experiences over time. It has not only helped me become a better leader, but also a better student, a better professional, and a better man. I highly recommend taking some time to learn, understand, and incorporate the AOR model in your life. My question to readers is, “how do you feel about the AOR model?” Is it something you would incorporate in your life (either professional or personal)? Maybe you use it today? How has it helped you? I’d love to hear your opinions of the model and/or any experiences you may have with it.
Power: the ability to do or act; capability of doing or accomplishing something. Influence: the capacity, or power, of persons or things to be a compelling force on, or produce effects on the actions, behavior, and opinions of, others. Both power and influence play a major role in the leadership process. And, neither concept is specifically confined to a leader (i.e. followers can exert power and influence – sometimes greater than that of a leader). However, what are the sources of power and influence in leadership? How does one develop power? How does one develop power even if not in a position of authority? Let’s attempt to better understand these questions.
First, we should outline the main difference between power and influence. Simply put, summarizing the above, power is the capacity to cause change, whereas influence is the degree of actual change in a target individual’s attitudes, values, beliefs, or behaviors. Where does an individual’s power and influence come from? You may, or may not, be surprised to know that there are various types of power and influence and they can come from a variety of sources. The major sources of power and influence are as follows:
• Expert Power: this type of power represents the power of knowledge. Through expertise in a field or study, whether through experience, books, or a strong combination, an individual develops power and the ability to influence others.
• Legitimate Power:this type of power represents an individual’s official authority through some type of high-level, or influential, organizational role. In this case, an individual’s power is provided by his organizational role.
• Referent Power:this type of power represents the power of collaboration. Through strong relationships, an individual can exert influence on other individuals, or on other members of a team, regardless of organizational level or expertise.
• Reward Power:this type of power represents the power over resources. In this case, an individual’s power is provided by his ability, within an organization, to reward actions or behaviors.
• Coercive Power:this type of power represents the opposite of Reward Power: i.e. it is power gained though an individual’s ability to administer punishment or negative sanctions.
Although the above are the key sources of power, it’s important to note that something as seemingly small as the height of a podium, or the position of a desk, could greatly affect how an individual’s power is perceived. If you’re trying to develop power and the ability to influence others, be sure to understand your strengths and weaknesses within your organization. First, assess if you already have power. Do you have legitimate power? If not, do you have expert power? How about referent power? If you do not have power through any of the above means, focus on the immediate source of power in which you have the greatest ability to attain. In doing so, note that not all types of power and influence are positive. At one point or another, you’ll need to use all of your sources of power. However, if your only source of power is coercive, and if that is the only source of power you rely on to influence others, you may end up hurting yourself more so than not. In that case, investing more time in developing other sources of power would be advantagous.
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It is a misnomer to believe that people are entirely ‘born’ to lead. Leaders typically work to develop traits that allow them to effectively lead those around them. Like any skill, these traits must be learned and practiced. While it is true that some have a better aptitude for learning these qualities, anybody can develop there the ability to lead.
When I was a senior in my undergraduate program, I enrolled in an advanced communications course called Professional Presentation Strategies. The course focused on teaching students how to approach effective communication through storytelling. For me, this was a novel concept. I always thought of storytelling as something that we did around a camp fire. However, the reality of the matter is that storytelling can be an excellent way to effectively communicate ideas to others.
A few weeks ago we discussed 
Leadership development, like many other topics of leadership, can be controversial. I’m sure we’ve all heard the question, “are leaders born or are leaders made?” And, I’m sure we’ve all attempted to answer that question at one point or another in our lives. If leaders are truly born, then leadership development wouldn’t be necessary. If leaders are truly made, then any aspect of leadership can be taught to anyone, and anyone can be successful in the leadership process. However, neither of the above is true (or, at least, neither is fully true when it stands alone). We need leadership development because leaders are not born with all of knowledge and skills necessary to be effective. However, leaders are born with certain characteristics that help them increase effectiveness in the leadership process. It’s kind of like leaders are born with a varying level of leadership ability. Although this post is not intended to analyze whether or not leaders are born or made, it is intended to talk about leadership development.
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