Leadership for New Leaders

June 9, 2009
3 Comments

After a recent guest lecture, one of the students approached me afterwards and asked me for advice about leadership and management. She was about to become a first-time manager and leader for a six-person team. Later, she emailed me about the same topic. Below is my reply to her.

"Simply because you care about these issues of true leadership and are willing to study, think, and put forth the effort to become a good leader, immediately places you in a favorable position. You will succeed, almost certainly, as a natural consequence. But, whatever advice you take or book you read, ask yourself, "Do I serve those I lead, or do those I lead serve me?" It's a pretty simple question that boils everything extraneous about leadership and management away.

You mentioned to me twice, once in our conversation and again in your email, that you wanted to be "respected." Exercise caution in your pursuit of that goal because it can quickly become motivated by pride and ego. The more you pursue respect from those you lead, the less likely you are to find it. Instead, exercise the behaviors which engender respect-- such as competence in your job, mutual respect for others, courage, a healthy lifestyle, creativity, integrity, humor, and honesty-- and let respect flow to you naturally, if it so chooses. Abraham Lincoln was a prime example of someone who was routinely insulted by those that he led, notably members of his appointed Cabinet and commanders of the Union Army. He would tolerate unbelievable levels disrespect from both groups, as long as he felt that their overall value to the mission overshadowed their insults against him. However, he had his limits of tolerance and would take swift action to remove people from the team when their impact on the mission became undeniably negative. Be watchful when yearning for "respect" from those you lead. It's a subtle and common road to hardship for many new leaders and managers.

From the perspective of traditional text books on leadership and management, my favorite books are "The Leadership Challenge", by Kouzes and Posner; "First, Break All the Rules: What the World's Greatest Managers Do Differently" by Buckingham and Coffman; and "The Toyota Way", by Jeff Liker. These books helped me realize that I wasn't crazy after all-- at least on issues of leadership and management. The philosophies which seemed so obvious to me, but so contrary to much of corporate America, were, in fact, what most employees hoped for from their business managers and leaders. These books gave me the courage to stand comfortably in the winds of opposition, oftentimes from my peers and occasionally from my supervisors.

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Leadership is one of my favorite topics because it is so often overlooked in Management training. I have read many definitions of Leadership, but the one I always use is this:

Leadership is the Art of Influencing and Directing a group of people in way that will Win their self-confidence, respect, and loyal cooperation, in achieving a common goal.

See: "Art of Leadership" HCI Nov 2008

Dale,

Wow - the fact that you took the time to answer a student's query with such insight and compassion is a clear indicator of remarkable leadership, IMO. Actually, your approach is not unlike that evidenced by many of Lincoln's letters! (The one that immediately comes to mind is his now famous letter of encouragement to George Latham, upon hearing of his failure to be accepted to Harvard). I commend you!

Thanks for a thought-provoking, and thoughtful, post ~

G.

Wow. This is a wonderful post/email Dale. I agree with every one of your points. I believe being a good leader depends on the following things:

  • Having a clear vision of where the group is going.
  • Communicating that vision to the team.
  • Embodying the standards, work ethic and integrity you want the entire team to have.
  • Encouraging and appreciating the smallest of successes, the tiniest bit of extra effort.
  • Ignoring small failures or imperfections if the right intention was there.
  • Trusting that the people you have chosen will make the right decisions and gently educating them when they don't.
  • Addressing situations that need to addressed, rather than letting unacceptable performance fester. (Ironically, the worst managers I have worked for were not dominant and authoritarian, but weak and amorphous, never resolving conflicts due to fear of confrontation.)

Probably the best "measure" I now use when dealing with an employee situation is: how would I want to be treated? What would I want to hear in this situation that would encourage me? It's amazing how differently a manger will act when that is the measure they use.