Leaders, Leading and Leadership

by Scotland Willis

Merriam Webster's definition of the word "lead" is to a: guide on a way especially by going in advance b: to direct on a course or in a direction c: to serve as a channel for.  Derived from Old English visa vi Old German.

Google does a search of 285,000,000 subjects on "lead" in .19 seconds; there are probably as many books written on the subject (though not likely produced in .19 seconds); and just this morning I was watching a woman and her one year old child carrying the keys to reenact his ,mothers actions of opening the door- following her lead.  This is all to say that there are countless facets to leadership, and how people approach the matter, however there are also some expectations that come along with leaders, leading and leadership that are worth of conversation.  And there there are simply times when we forget to remind ourselves of the dynamics of leadership resulting in a misstep.

We will start with what is the most important component that deserves honorable mention, but not spend too much time on.  The reason is because it is all consuming and can easily become a more extensive conversation.

Communication is the portal to all other decisions being made or initiatives being undertaken.  Lets see if we can sum this up in a truncated paragraph.  Effectively communicating what leaders are attempting to accomplish, how things will proceed (intentionally not stating how they will proceed), proper channels for communication, time-lines for execution(when part of a project begins)/ implementation(when a project is fully utilized), and an input/ feedback mechanism, that allow all levels of the organization to be active participants-- are all a priority.  Communication sets the tone for involvement; it either pulls people and turns them on or creates barriers and turns them off.  It is important that leadership thinks through and decides how the initiative or project will roll out.  This process should not occur alone by a single individual; it is in fact important to have dissenting opinions on your team of leaders, to ensure nearly all avenues have been considered. (Recommended reading Time article / book The Presidents Club)

I cannot emphasize enough making an organizational chart relative to the proper channels, available to anyone involved so that everyone is clear about the protocol for feedback and response- it will eliminate wires getting crossed.  This does not mean that every concern or interest will be implemented; nor does it mean leaders will not ultimately make different decisions, but it is more inclusive.  In the long run, it means greater retention of key talent, less investment in training and development and and maintaining institutional and intellectual capital.

Leading is not all together a different matter leadership, but should be thought of differently.  Leading occurs once the well thought out plan begins.  Leading allows point people to be established in the eyes of others and sets the course of their role as liaisons, to open up channels to the broader audience of management and staffers.  Initially an announcement would have gone out about an initiative for larger project under way and the broader audience is prepared to engage and listen.  That should be followed up with an input / feedback session that occurs between the point people and everyone below that chain of command.  References if discovered for interested individuals should also be provided.

Leaders and followers
Critical thinking is indisputably one of the most important skills a person can have.  It prevents errors from occurring, improves productivity and allows disruptive innovation to occur.  But critical thinking takes place in different stratospheres.  Critical thinkers in the lower level of the organization and then critical thinking as leaders.  Critical thinking as leaders (relative to the project) are occupied with what might be red flags that come up in a project and possibly derail the work; they are thinking about existing resources and models that may or may not be applicable; and they are reading all the necessary material so that they can have prepared and valid responses to questions that may arise, which instills a sense of confidence among the remaining members of the institution that the plan is well thought out.  Additionally it reflects that in making adaptations to their own organization(especially true if you are utilizing existing models and references) that the leaders are cognizant of the differences that exist between other organizations or institutions that used the model and their own.  Be confident as a leader about point out that differences were observed and you will gain support.  This also requires that leaders at all levels of an organization are in touch with systems that are in place and whether they are functional or dysfunctional- only then can you make valid call about the accuracy of your assessments.  For your observations and assertions to be both valid and accurate is of the highest regard.

Not everyone is meant to be leader but what is often overlooked is that not everyone is meant to be a follower.  Individuals who feel stymied in their role as an employee will, rest assured, be leaving soon- a significant loss for any organization.  We are not talking about people who are not productive, complain, or require attention for no apparent reason; here we are talking about the employee who is a highly valued contributor to the overall efforts of the organization, its vision and potential.  These people are consistently striving to exceed benchmarks, vested because they are personally driven- these are the high achievers.  If these individuals exist in your organization find a way to make them leaders and put their assets to work more effectively.  Ask yourself what is the organization missing that this person sees;  does the organization have the capacity to utilize their potential.  People who are critical thinkers at a the sublevels of the organization are such in order to ensure that errors don't occur at their level, that the tools they have work effectively and properly, and that the community being served is being serviced in the best possibly way.  In a leadership capacity, you must have your eye on the organization, looking at systems, tools and mechanisms that allow for consistently improved/ functional operations.

Some people will choose to engage in various project or initiatives and others will not.  Those who do not engage, well, that is their problem.  If you choose to be in any role at any workplace, you also choose the responsibilities that go along with that role you fulfill-- not withstanding various emergencies in ones personal life.  Nonetheless, one is obligated to fulfill their responsibilities.  If one chooses to use their voice, they should understand and have a vehicle for when, why and how it can be used-- this will come across in the initial communication from leadership.  Chances are that the high performers will be more actively engaged and have done their research about critical aspects of the project.  If this is true, be mindful of how they can be utilized-- you as a leader may have overlooked something crucial to success.  Others are comfortable in their existing role and will be good or great listeners.

Capacity is the never ending concern for an organization.  You either need more of it or you need more of it.  Organizational capacity in terms of personnel is a priority especially if significant changes are occurring upward because you are working to increase the organizational capacity.  One of the most effective approaches is to always have a mentor/ mentee program in place.  No individual should have dominion in their department in such a way that succession planning is not occurring.  This is not a threat to an individual but a value to the organization.  If only one person has the ability to fully manage any particular division, its projects, etc. replacing that individual in the event of a crisis or lifestyle change for that person, represents  significant risk to the organization leaving it crippled of valuable intellectual capital.
   
Great leaders are also great listeners, they can clearly identify the culture of the organization.  Having a relationship with all levels of the organization is crucial.  It is one of the reasons why the reality television programs have CEO's taking on staff roles to capture a better understanding of what is really happening at levels other than their own.  Operating while only looking at the bottom line (dollars), prevents leaders from being effective- leave that work to comptrollers, finance and others (though those relationship is equally important).  Your point people(identified lower level leaders, including executive teams), should be able to accurately convey the sentiments of voices throughout and enable leaders to be better decision-maker-- this will also come across in the form of gratitude to employees.

 There is no exact science to being a great leader, knowing how to lead and exhibiting superb leadership skills- it is a process.  Great leaders will always be in the learning groove, listening along the way, working to achieve the right balance so that their operations run smoothly.  Great leadership is bold and often bucks the trend when necessary.  U.S. President Barack Obama attempts this within the context of his philosophy about the presidency; Jack Welch did this with General Electric, and Steve Jobs with Apple Inc. was also very successful in this respect.  Great leaders will always ask questions of their organization, others and go to a great length to ask questions of themselves.

* Scotland Willis is a management consultant in Boston focusing on large scale change, strategic planning and professional coaching.  If you have questions or would like to consider his consulting services, you can contact him at 617-283-2755 or via email at scoctlandwillis@gmail.com.