I have
written several blogs over the last few months exploring fresh new ideas in
leadership. My intention has not been to abandon what we know to be effective
as leaders, but to update our language and thinking about leadership. I
continue this dialogue in this post with five new leadership tendencies that I
find emerging in the conversation.
When I think
of a tendency, I think of a preference for a particular way that one behaves.
This is true in how we respond, almost by instinct, to the environment around
us. It is also the core behaviors associated with leadership… those actions
that are almost instinctual and driven more by style than by thought. What
follows is a look into some of the leadership tendencies that appear to be most
relevant.
Membership
We become a
part of something by agreeing to the terms of membership. This is no different
when we become leaders. By accepting our place in the academy of leadership, we
accept certain responsibilities. First, we accept the idea that we are not in
it alone. Collaboration with others is not only important but imperative. Second,
we understand that we no longer have the luxury of thinking only for ourselves.
Instead, we have a higher purpose, a greater role to those with whom we share
membership. Finally, we feel compelled to ensure that we seek opportunities for
worthwhile work, not only for ourselves but for others as well.
Loyalty
Loyalty in
the vernacular of leadership is best described as devotion. Not only in the way
we are attached to the organization through our work, but in the way we commit
ourselves to others in the organization. Such commitment manifests in
dependability and enthusiasm. As Samuel Goldwyn once stated, “I’ll take fifty
percent efficiency to get one hundred percent loyalty.” As leaders, this
loyalty serves a model for others to follow.
Mentor
As leaders,
it is an obligation we have to serve in a mentoring capacity. Leadership is
about development, both our own as well as our influence on others. We cannot
be content in simply serving in a leadership capacity we must be willing to share
our wisdom and know-how in support of the professional growth and development
of an emerging leader. “Tell me and I forget, teach me and I may remember,
involve me and I learn,” stated Benjamin Franklin. Mentoring is about
engagement.
Service
There is
nothing new about the idea of servant leadership… it is a well-explored topic.
However, from my perspective it is not a typical behavior of leaders. In fact,
we too often focus on ourselves, even when we don’t necessarily mean to do so.
John Maxwell has stated that “True leadership must be for the benefit of the
followers, not to enrich the leader.” Measures of our servant nature can be
found in how well we cultivate trust and encourage others in their leadership
journey.
Learning
Learning is
a skill that never goes out of style. It implies goal-directed behavior whereby
one expands existing knowledge, behaviors, or values to deepen understanding
and awareness. How can one claim to be a leader if he or she is not actively
seeking to grow and develop themselves in a learning environment? Albert
Einstein stated it best, “Any fool can know. The point is to understand.” When
we become a leader in whatever form that takes, it is not a ticket to sit back
and relax. Just the opposite; it is the time for deeper understanding.
Our tendencies
as leaders should drive us to seek ways to be more responsible, devoted,
engaged, encouraging, and understanding. It is a matter of plugging in to ourselves and those around us. If we avoid these tendencies, we are
being untrue to ourselves as leaders and unfair to those we lead. I would love
to hear how you are letting your leadership tendencies thrive.
