By Karen Natzel
BridgeTower Media Newswires
In a recent conversation with a colleague, we readily agreed that leadership is more than a title or position. But what does it entail? There’s certainly no lack of books, blogs, podcasts, TED Talks and trainings on the topic. Yet it seems the essence of what is meant to lead is lost on “tips and techniques” rather than on “presence.”
In my attempt to condense this concept to its bare essentials, I’ve defined a manager as someone who “gets stuff done” and a leader as someone who “inspires excellence.” Like most business professionals, the clients I coach are a hybrid of these descriptors. Leadership is an ongoing, active choice to step into the role of leader for the purpose of making an impact. Fundamentally, leaders are responsible for shaping direction, setting the tone, and growing people. In the book “Dare to Lead,” Brené Brown describes a leader as “anyone who takes responsibility for finding potential in people and processes, and who has the courage to develop that potential.”
All too often people find themselves in roles that require leadership but with little training or depth of understanding of what it takes to truly lead. Many suffer from the “imposter syndrome” – a nagging fear that someone will find out they are not as capable as they want to be perceived. If you don’t believe you have legitimately achieved your role, it’s incredibly difficult to leverage your full capacity. Many leaders put unnecessary pressure on themselves to have all the answers, putting themselves at risk of increased anxiety and indecisiveness. Ironically, their fear of making mistakes or dropping the ball jeopardizes the very credibility and effectiveness they want to possess.
The invitation to lead is open to anyone willing to step up to the challenge. It is an attitude, a belief system, and a willingness to risk, take initiative, tackle challenges, see a bigger picture and drive results. Whether you are leading a company, a project, a team, a key initiative or your own life, the role of leader is yours for the taking, if you fully choose to embrace it.
Healthy organizations are always evolving. Learning how to navigate that growth and change is a true testament of powerful leadership. A resilient leader does not become complacent. In his or her very DNA is the desire for: continuous improvement, the ability to deliver a compelling vision, agility, a bias for action, service to others, living and breathing total accountability, and deep satisfaction in cultivating high-performing teams.
• Clarity of vision. Embodied in the invitation to lead is a call for clarity of vision. People want to understand the “why” behind an organization’s existence. When you have alignment around purpose, there’s a more powerful focus and better allocation of resources. A compelling vision helps people move forward together with velocity. For the leader, it translates into being intentional with one’s time, activities and conversations; it’s not just going through the motions or completing a to-do list.
• Bias for action. Leaders are relentless in their commitment. Setbacks are considered temporary; fears, inevitable growing pains. Leaders will maneuver around and through any obstacles in their way. Having a bias for action requires balancing a healthy sense of urgency with prudent assessment of risks. Your actions speak to your priorities, and to what is acceptable and what is not. Effective leaders engage team members to optimize solutions and buy-in, and then are decisive in their actions and impeccable with their follow-through.
• Ability to inspire. Your primary job as a leader is to grow your people and set them up for success. Get to know them on a personal level. Understand their motivations and aspirations. When you understand what your people care about, you can better serve as their coach, mentor and cheerleader. This simple act is a sign of respect and appreciation, and establishes an expectation for excellence.
• Who you are is how you lead. Your authentic presence is the most powerful way to lead. Be clear on what matters to you – what you care about, what concerns you and what drives you. These are your expectations to live by and share repeatedly. Don’t ask your employees or colleagues to be or do something you are not willing to be or do. Model the attitudes and behaviors that you want rooted in your company’s reputation.
• Lead through discomfort. I tell my clients that leadership is not for the weak. To lead well, you cannot hide behind the armor of your position or years of experience. You must embrace the vulnerability that comes with the territory and lead on!
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Karen Natzel is a business therapist who helps leaders create healthy, vibrant and high-performing organizations. Contact her at 503-806-4361 or karen@natzel. net.
Take the K Challenge
• Show you care. Foster genuine connections and deep satisfaction by getting to know your people; give them your time and guidance on their professional journeys.
• Demand excellence from yourself and the team. Be willing and able to hold yourself, and your team, accountable. Tough conversations reflect a true commitment to the person, team, culture and organization. What conversation do you need to have?
• Actively delegate. Share the responsibilities of running the organization while cultivating the next generation of leaders. Share the burden and the glory of manifesting the vision. This level of collaboration builds incredible bonds.
• Be an exemplary role model.
Credible leaders walk the talk. What behavior will you put into practice to set the tone?
• Build trust, respect and camaraderie by authentically engaging others.
Leadership is a creative and courageous practice of showing up consistently; with a willingness to learn, be humble and serve. Do not lead with your title — that is not where your true power resides. Instead, lead with vision and passion; lead with your authentic, vulnerable self. When you wholeheartedly commit to leading, the journey brings enormous growth – for you, your people and your organization.
