Is Leadership About Growing Others?

Is Leadership About Growing Others?

This post is in response to:

Leadership is About Growing Others

The premise provided, "Leadership is about growing others - It's not about you!" is incorrect as a whole. The reason why this understanding is correct is based on the definition of leadership. Leadership is "Guiding Intent with Integrity". A leader has to guide his subordinates and himself toward a goal that solves a business or humanistic problem.  Jack Welch's quote, “Before you become a leader success is all about growing yourself. Once you become a leader success is all about growing others.”, is not bout being a leader, it's about being SUCCESSFUL! Successful people look for business or humanistic problems to solve that have a greater solution benefit to production cost ratio. They marshal resources, which may cultivate future leaders or managers to handle the business problem's solution life cycle.  Bryan Oliver's comment, "Leadership is all about self-sacrifice, not worrying about who gets the credit for what idea, and is not about how good the leader looks to the person they report to.", also misses the mark. The perception is perpetrated by the idea that "[ Leadership ] is Not About You!", your ego. Are you the business problem or the solution? You are neither. What you are is an individual among many working on the problem trying to solve it. You can work with others to solve the problem, or you can work alone. But, you are never the only person who can solve this problem.  Leaders do not sacrifice themselves or others in the name of producing a solution. They are motivated by the outcome they want this solution to have on humanity. How will this solution impact the world, make it a better place, and make life easier for others. That is what leaders envision, and convey through their guidance. Their passion, is about them. Their motivation is intrinsic, based on solving an extrinsic problem.

Is a prevailing trait of leadership, "Empathy"?

"If we accept one of the traits of good leadership is empathy, and given the prevalence of workplace Psychopath's and Sociopath's in Senior Management roles, why are we surprised by the failure of 'management' to provide proper leadership for their organisations."

The problem you are seeing with "workplace Psychopath's and Sociopath's in Senior Management roles" is due to what "Tribal Leadership" by David Logan calls a Stage 2 / Stage 3 work place environment. Unfortunately, the majority of businesses in the United States still fall into these stages. You will not see leadership appear until either ... the organization grows into a Stage 4 company, or you move to a Stage 4 company.

Great Leaders use Facilitation Techniques to help remove blocks, motivate and empower followers to work independently and collectively towards resolving the problem by achieving the goal based on a mission that takes many social aspects into account.

While empathy may appear to be one of the qualities of a Great Leader, the phenomena being seen is really, "Active Listening". From this perspective, the leader is listening to the internal and external discussion and debate being held by one or more individuals about the problem or part of the problem they are trying to resolve. Depending on the leaders subject matter expertise (SME) the leader will ask an insightful question that causes the individual(s) to break from their previous confinement ("The box" as it's affectionately known in the business world) and scurry off with new thoughts and ideas about how to solve the problem.

As many Great Leaders understand, the answer lies inside the individual(s), they just need permission to break out of their limiting beliefs.

Is Leadership Genetic?

In the Linked In, Leadership Think Tank, group several questions were asked about whether or not leadership is an inborn, innate, or genetic trait.  Or, if leadership could be learned.

Using the definition of Leadership, "Guiding Intent with Integrity", and Behavior Theory, I will answer your questions.

- How can we determine that someone has inborn leadership traits? Leadership is not an inborn trait. Leadership is a learned behavior. Some people are able to express the behaviors intuitively at an early age, which is what makes it appear that leadership is inborn.

- At what age we can see inborn leadership traits: 5, 10, 15, 20, 25...? Leadership can be expressed at any age. The place that you will see it initially expressed is in the sand box. Watch how children group and who is leading the activity and watch the ripple effect.

- Are those who have inborn leadership traits superior from those who do not have inborn leadership traits? Superiority is an ego issue. While our society prefers charismatic leaders to introverted leaders, individuals who express leadership traits early one and are unaware of how this can become a drug for them, will feel superior to others. This problem can be exacerbated when individuals misunderstand leadership with supervisory roles. The power to manipulate and control people to do what you will, vs guiding people toward a larger goal.

- Is gaining leadership inborn traits genetic or accidentally? Leadership behaviors are not genetic, they are learned. Learning how to guide people either intuitively or through formal training. Integrity is the product of the social contract that leaders have with their followers, non-followers, outsiders and observers. As leaders maintain this contract with their followers, they will gain further influence.

- Can we easily distinguish leaders in practice: Those who have inborn leadership traits from those without them? Leaders who started early vs leaders who needed a master degree to become leaders should be indistinguishable, if both have mastered the process of leadership. This is the same with individuals who are born enlightened vs those who achieved enlightenment through many decades of sitting on a matt and cushion. However, the distinguishing features will be the skill level to which the leader can express their guidance.

- Are all individuals who have inborn leadership traits become leaders? If not, why? While leadership is a learned behavior, some children can be burned early on and while having the intuitive knowledge about leadership choose not to use it. This emotional response is seen in children that are attacked by dogs. From that point forward they will avoid dogs until the trauma is resolved.

What should you talk about with a Leader?

When you think about the question, "What should I talk about with my leader?", how do you plan the time you've arranged with them? Do you talk about stuff they already know? Do you provide them with information about what they don't know? Do you ask them to fill in information gaps?

Information

What is the shortest distance between two information points?

The Truth About Leadership - Part 7

Trust Rules

Stephen M. R. Covey talks about the “Speed of Trust”, in his book, ISBN 978-0-7432-9730-1. Here he breaks trust down into several component parts: Competence and Character; which are broken down respectively further into results and capabilities, and intent and integrity. In addition Stephen identified 13 different behaviors that help build trust: Talking Straight, Demonstrating Respect, Righting Wrongs, Creating Transparency, Delivery Results, Clarify Expectations, Getting Better, Confront Reality, Extend Trust, Show Loyalty, Practice Accountability, Listen First, and Keep Your Commitments.

An interesting note that piece of data that is provided in “The Truth About Leadership” is [that the majority of people would trust a stranger more than they would trust their boss.] pg 75. This is then linked to credibility as the foundation of leadership. However, based on the definition of leadership, there are three pillars, “Guidance, Intent and Integrity”. In this case, credibility is a mixture of the three pillars. Intent doesn’t suggest that everyone needs to be a Boy Scout: Trustworthy, Loyal, Helpful, Friendly, Courteous, Kind, Obedient, Cheerful, Thrifty, Brave, Clean, and Reverent. (http://www.scouting.org/sitecore/content/scoutparents/scouting%20basics/what%20scouting%20is/scout%20oath%20and%20law.aspx) In fact, since intent is a multifaceted beast, much of what is seen is like an iceberg, only 10% shows on the surface. Guidance can be just as illusive. In reading a book, “The 48 Laws of Power” by Robert Greene, ISBN 978-0140280197, illustrates how various individuals use guidance, intent and integrity to appear supportive and powerful, while at the same time deceiving their enemies. As long as the enemies felt confident in the support they received from their supposedly allies, they were none the wiser about the game they were a part of.

“The amount of trust that constituents have in their leaders determines the amount of influence they will accept”, Page 77. This seems to be born out by the historical records compiled by “The 48 Laws of Power” by Robert Greene, ISBN 978-0140280197. However, there is an interesting piece that is missing from this statement as Robert Greene describes. Napoleon Bonaparte stated, “Place your iron hand inside a velvet glove. […] If you can master the arts of indirection, learning to seduce, charm, deceive, and subtly outmaneuver your opponents, […] you will be able to make people bend to your will without their realizing what you have done. And if they do not realize what you have done, they will neither resent nor resist you.” (Location 151) Therefore, managers that can master this art of hiding their upset with subordinates will find subtle ways to have their subordinates work for them.

“Building the structure of trust begins when one person takes a risk and opens up to another”, page 79. Again, Robert Greene, tells a story of Capone, who was swindled of $5000. The man who was a con artist  pretended to be honest with Capone, and told him “[..] Capone sagged back into his chair, confused. “I know you’re a con man, Count,” said Capone. “ I knew it the moment you walked in here. I expected either one hundred thousand dollars or nothing. But this … getting my money back … well.” “Again my apologies, Mr. Capone,” said [Count] Lustig, as he picked up his hat and began to leave. “My God! You’re honest!” yelled Capone. “If you’re on the spot, here’s five to help you along.” He counted out five one-thousand-dollar bills out of the $50,000. The count seemed stunned, bowed deeply, mumbled his thanks, and left, taking the money. The $5,000 was what [Count] Lustig had been after all along.” (Location 2218).

Count Lustig took a chance with Al Capone and played the honesty card. He wasn't honest at all. The $50,000 had sat in a volt for 2 months. There were no deals that had fallen through, no effort to double it, nothing. Lustig only appeared to be in integrity, and gave the impressions that his intentions were honorable. This built the structure of trust that Lustig needed Al Capone to feel in order to receive $5,000, as a show of support, i.e. “One man helping another out during a difficult time.”

Trust may seem quite intangible at times, but it is earned in some very tangible ways. You have to demonstrate to others that you have both the character (honesty and integrity) and abilities (competence and expertise) to do your job and look out for their welfare. (pg 82) This is almost a direct quote from Stephen Covey’s book, “The Speed of Trust”, ISBN 978-0-7432-9730-1. I find it interesting that they didn't even foot note the quote, which suggest to me a level of dishonesty on the author’s part.

There are several bullet points that the authors make concerning Trust (pages 84 – 85):

Behave predictably

Communicate clearly

Treat promises seriously

Be forthright and candid

All of these are noteworthy when building and maintaining trust, however without a fuller understanding of their purpose, their use by the unskilled is as dangerous as a baby with a knife. When examining the definition of leadership, “Guiding Intent with Integrity”, one has to put these points into perspective of the goal trying to be achieved. What guiding will help your subordinates achieve the goal? What promises will help you and your subordinates feel that achieving this goal is worth the effort? What needs to be communicated to achieve the goal, and to whom? This is a basic tenant of project management.

There is one other principle that should be taken into account when building trust as a leader. Leaders accept none of the credit for a successful project. Who is the leader guiding to do all the work – himself or his subordinates? Therefore, since the only thing that the leader has provided is guidance, the subordinates did all the heavy lifting, and deserve to be recognized first. If the leader deserves credit, it will come from their subordinates in thanks for their guidance. “We could not have done this without your guidance!”

And, leaders accept all blame when a project fails. There is an important reason for this based on the definition of leadership. A leader is not fallible, they don’t know everything, and they rely heavily on their subordinates to think of as many risks and contingencies as possible. Again, this is basic project management, to identify the risks, dependencies, issues, and unknowns and then build mitigations and resolutions for each task, just in case stuff goes wrong. A good leader doesn't have to know everything; he just has to know how to ask the right questions. So, when an unexpected hiccup in the project happens, is it the fault of the team or the leader?

These  principles will help people trust leaders. First, supports the subordinate’s egos by praising them. Second, help ease the subordinate’s egos when shit happens. Third, help the subordinates understand that it takes everyone's help to make a project successful.  Forth, sometimes the leader doesn't know the right question to ask to insure that the project plan is complete. Fifth, no one likes being blind sided by a gaping whole in the project, so the sooner it is identified and resolved, the better everyone feels.