WhatYou Can Learn About Being a Leader

What You Can Learn About Being a Leader

By Phillip Van Hooser, MBA, CSP

Let’s get one thing straight: leadership is not about position. Sure, some people have the titles that would indicate they are in leadership positions. But just because someone is a manager of this department or a supervisor of that group does not automatically mean that he is an effective leader. Leadership is not about position. Practical leadership is about influencing and impacting others in a positive way.

Have you ever wondered why some well-meaning individuals fail so consistently and miserably in their attempts at leading others? Have you wondered what stands in the way of otherwise intelligent, motivated people realizing their full leadership potential? I have. In fact, the concept has perplexed me so that I decided to conduct my own research into the matter. For more than two years, I asked my audiences nationwide one simple question: If you could tell your supervisor/manager one practical thing he needs to know about leading people, what would it be?

The question itself is harmless enough. Yet the responses it has evoked have far-reaching impact for leaders. From the hundreds of responses I have received since initiating this research, have come what I call “The Leadership Sins.” As you review the following list, consider your own tendencies and see if your actions are silently sabotaging your personal leadership growth and development.

Sin #1: An obvious lack of self-discipline

Make no mistake about it — followers are very attentive to the words and deeds of their prospective leaders. From personal observations, followers determine what the truly important and acceptable behaviors are within the organization. If work area cleanliness is a stated priority, does the leader set the example by maintaining an orderly work area? If punctuality is really important, is the leader always where she is supposed to be, when she is supposed to be there?

Sin #2: Using poor judgment

Too many potential leaders lose their ability to lead because of temporary lapses in good judgment. They act or speak before they think. They decide before all the facts are known. They allow emotions to control their actions. One of the best techniques I have discovered when called upon to make important decisions is to consider the following three questions: Is this good for the patients (our customers)? Is this good for the organization and its employees? And is this good for my future as a leader? If the answer to any of the three is “no,” then you would be well advised to do a little more soul-searching before proceeding.

Sin #3: Being insensitive to the needs of others

What did you think and how did you feel the last time a coworker had to take time off for “personal business?” Did you secretly think that maybe she was trying to take advantage of you and the others in the department? Did you inwardly question her commitment to the team? Did you wonder, even for a moment, about her personal motivation? More importantly, how did you respond to her? Did you say (or think), “I can’t believe Jan took off this afternoon; she knows how busy it is around here on Tuesdays. It’s just not fair for us to have to do our work and hers, too.” Or was your response to Jan a bit more in line with her needs? “Jan, you know Tuesdays are always busy, but I will do my best to help you out this afternoon if you need to be off. What do you need for me to do to cover for you?” You can be sure that Jan will be monitoring your response closely. If she senses a sincere concern and willingness on your part to support her, her attitude toward you and, ultimately, toward the entire organization, will be different.

Sin #4: Being cold, aloof or arrogant

As any impartial observer would conclude, such attitudes on the part of any leader or aspiring leader tend to drive them away from, rather than drawing them to, followers. How can we reasonably expect others to respond to our leadership if we have not made every effort to let each and every prospective follower know that we are interested in them and available for them? This one is a no-brainer. Such attitudes are simply inconsistent with effective leadership.

Sin #5: Promoting the impression of favoritism

If the truth were known, most of us would admit to having favorites. Our favorite employees and co-workers are usually the ones who consistently make our jobs easier. Yet, there is a major difference between having favorites and showing favoritism. Every person expects to be treated fairly and equitably by his/her leader. As leaders, we must be careful to meet those expectations.

Sin #6: Betraying individual trust

It’s hard enough to earn the trust of another. It’s harder still to reestablish trust once it has been lost. Be men and women of integrity. Don’t make promises you can’t — or won’t — keep. Maintain confidentiality. And, for heaven’s sake, if you commit to doing something, do it! These critical tasks are the nucleus of maintaining a high level of trust between leader and follower.

Sin #7: Holding grudges

A strong argument could be made that grudges are the equivalent of a growing, undetected cancer to leadership. Lingering grudges or disputes that are not addressed or dismissed in a timely fashion usually end up destroying the delicate fabric from which leadership is knit. Why is that so? Followers are fearful that their mistakes and shortcomings, even those committed years before, are never really forgiven and certainly not forgotten.

Sin #8: Failing to act when necessary

This may well be one of the more common stumbling blocks to effective leadership. Most of us dread confrontational situations. We will avoid them whenever possible, hoping that the problems will simply go away. Usually the problem grows and festers during our period of procrastination and denial. The most effective leaders act when they know they should.

Sin #9: Being overly ambitious

Our society revels in success stories. The rags to riches, Horatio Alger stories are inspirational for all of us. But being too ambitious can be seen as a negative by those who might otherwise choose to follow you. Remember, there are two ways to get to the top. First, I am sorry to say, you can get there by climbing over people. Most of us know a few people who have chosen that approach. However, dedicated leaders know that there is an alternative route to the top. They know you can also get there by being lifted up by people. I ask you, which of the two approaches has the firmer foundation on which to stand, long term?

Sin#10: Allowing their position to go to their head

Power and position can be an awesome combination. When individuals are placed in positions of leadership and responsibility, one of two things normally happens: they either grow or they swell. Growth is normal. Growth is good. Swelling, on the other hand, is the first step before something rots completely and bursts. I think you get the picture. No one said that leading would be easy. Heck, if it were, everyone would be doing it. But, for now, the responsibility falls to those of us willing and able to work and learn to become better leaders. Good luck!

Phillip Van Hooser, MBA, CSP, is a keynote speaker and author of Willie’s Way: 6 Secrets for Wooing, Wowing and Winning Customers and Their Loyalty, available at www.williesway.com.

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