Some folks are natural-born leaders. They know when to jump in and lead. They don’t hesitate; it’s what they do. So they inherently know when to say what needs to be said. When to leave well enough alone. And when to break free.
That doesn’t mean that you cannot learn to lead. On the contrary, you have it in you to become that success you always dreamed about. But with that desire, realize that you will also need to work on your leadership skills to make things happen.
Leadership skills are what allow you to form partnerships. To guide those who you need to rely on. To attain those mutually respectful relationships at the heart of any successful enterprise.
Recently, I was coaching a gentleman who felt like a fish out of water when it came to technology. He was very skilled at his profession but felt insecure about many things online.
Yes, he was the “boss,” but he inferred that some on his team intimidated him. This caused him to question if he could create an effective strategy.
One of his employees, much younger than him, had a “differing opinion” and insinuated he didn’t know what he was doing. I asked if the comments were made in frustration or to help him understand what needed to be done. He stated he felt this person was grandstanding in front of the rest of the team.
Being a leader means knowing that difference and how to put someone who is grandstanding in place with style and class. This is a skill worth investing in.
Constructive Input or Grandstanding
I run into folks like that regularly. They know more than most people around them and therefore are overly confident in their knowledge base. Some arrogantly so. I’ve learned over the years that true professionals do not grandstand.
Being arrogant does not mean that this person’s opinion is necessarily valid. On the contrary, the input should be welcomed when provided with the proper intent and tone in a team environment.
Sometimes the hard truth is what points us back in the right direction. Here is where leadership comes into play. Leaders know when to make strategic changes.
SIDEBAR: Yes, you should be open to your staff’s opinions. But you are the boss. It is your responsibility to understand all the variables and set the course in the direction you think is best for your business. So you do not succumb to your lack of confidence due to a subordinate not showing respect by grandstanding.
Each of us has the potential to be a leader. To lead, confidence is crucial. But not blind trust. Leaders know when they need to up their game and have that confidence.
The qualities of a leader are:
You can’t lead if you don’t know where you are going.
The following comment hit the bullseye in describing why I see otherwise confident business owners choke regarding technology.
There you have it. Not sure what to do or who to trust. Have you had that thought?
I shared with him my perspective that it’s time to stop trying to cater to all points of view and be a leader. Instead, you lead by learning, following your gut, and blazing new trails within those established pathways.
Everyone has an opinion. Not every idea is valid, productive, or deserves to be acted upon. I didn’t have to tell him that. He is already a leader — it’s just that technology is his Achilles heel.
Being a leader doesn’t mean you run a Fortune 500 company. Leadership is just as important in small businesses and even sole proprietor operations. Maybe you need a techie on staff or a partner (or coach) you know you can rely on to bounce things off. Then that’s what you do.
Those you work with need to know your goals and how you expect to accomplish them. And what is expected of all involved? They also need to know that while their input is valued, you make the final determination.
So how do you get to that place?
Leaders are Insatiable Learners
Read, then read some more. Block out time in your schedule to read about topics you feel you need to be more informed and more confident about. Read multiple sources to get a rounded view. Be sure to qualify those sources and ensure that the author’s motives align with what you want to accomplish.
If you feel that a strategy sounds too good to be true or you cannot see how that would benefit your brand — then that tells you to investigate further. Dig deeper; learn more. Do your due diligence.
Make a point of checking the date of the data or information. While some content is “evergreen,” technology posts that are years old can be irrelevant. If info doesn’t correlate with recently dated posts, you can safely disregard it. Unfortunately, technology doesn’t sit still for us, and information quickly becomes outdated.
Often, generic resources are just out to gain commissions by clicking a link. They are well crafted to cater to a lack of knowledge or a desire for ease. Just because the information is on a web page or Wikipedia does not mean it is practical or fact.
Take notes and write down your ideas as they pop into your head. Believe me; they’ll fade into the ether if you don’t. Treat yourself to a nice notebook that you’ll enjoy carrying around. Mine is red leather, and I love how it feels in my hands.
Keep it with you so that you can capture it by writing it down when you have a thought. Also, reflect and jot down some quick steps on how you can make that idea come to life.
Keeping Your Team Invested
Having a team doesn’t necessarily mean just those directly employed by you. It also includes those you partner with for various portions of your program. Being technology evolves at practically the speed of light, you cannot take the my-way or the highway approach based on what you are willing to do.
Team members must feel free to provide their input, and you should let them know that their advice is considered and appreciated. Then if applicable, follow through and implement it. Imagine how you would feel if you provided advice and it is never followed or considered.
You need to be prepared to do what is required, even if that is to disregard particular feedback. Even if it is uncomfortable or frustrating, push through it.
Another quality of a great leader is the ability to listen. Just be quiet and listen. There is no way you know everything, nor can you make educated decisions in every single area, especially those topics that are not your expertise. Know what you know and know what you don’t know. Your partners and team members will appreciate the honesty in that approach.
Include your team in your decision-making process. Letting your team know why you made the decisions makes them feel invested in the process: a process where all involved will learn how to serve each other better and for the greater good.
Your Team and Partners Reflect on You
Some “leaders” prefer those who do what they are told. But rarely does that produce partnerships or teams willing to go that extra mile. That extra mile many times is the difference between failure and success.
At every touchpoint, let those you work with know that the input is valued, that you have their back, and that they are part of what makes your business one to be proud. While that is not always easy, it is worth the effort, and your success depends upon it.
At your service,