How would you describe some of the greatest leaders you have met or worked with? What characteristics did you admire the most? If you want to improve your leadership skills, leaders from your immediate or distant past are likely to have made an indelible impression. I still remember my first encounter with a great leader. He was able to inspire everyone and could remember the names of every employee in the company. (Approximately 150 people.) Despite the fact that the company experienced many ups and downs, this individual remained positive, genuine, and accessible. As I reflect on my own leadership journey, I will always remember his enthusiasm and sincerity, and I hope to emulate many of his strengths while cultivating key team relationships.
The power of influence
Embarking on a career journey is a momentous step filled with anticipation, challenges, and growth. At this critical juncture, the influence of a leader becomes paramount, shaping the trajectory of an individual’s professional development. Our experiences with leaders, both good and bad, have a lasting impact. Ideally, we expect every career experience to be positive. Unfortunately, this is not always the case.
Numerous books and articles have been written about the fact that people often leave organizations because of their immediate supervisor or manager. I have encountered many leaders throughout the course of my various vocations, many of whom were memorable for the wrong reasons. For example, a controlling boss who simply cannot help themselves. Or, one who is totally out of touch with their workforce. Sadly, these leaders still exist and are costing organizations a fortune in terms of turnover and disengagement.
The fact is that no enterprise can be successful without great leadership and talent. Here we are in the knowledge economy, the age of unparalleled digital transformation, yet some of the most highly educated people at the helm of organizations still don’t get it.
Exemplary role models
People have always looked to their leaders for certainty, support, and encouragement. These needs have become even more amplified during times of flux and anxiety, as leaders are called upon to step up as positive role models who can respond and draw upon firsthand experiences.
Early on in my career, however, the leaders I encountered were often placed on a pedestal, admired for their success in achieving a certain position. They were somewhat guarded when discussing their own journey and would rarely discuss their mistakes or imperfections.
Today, revealing one’s humanness has become a highly attractive leadership trait. Employees want access to role models who are comfortable sharing their own missteps. We seek leaders who demonstrate integrity and accountability, with a focus on setting a high standard for ethical conduct. By embodying these principles, they establish a culture of trust and credibility within the organization. Employees who observe these traits in their leaders are more likely to emulate such behaviour.
Leaving a legacy
Leaders who have high moral character leave a lasting impression. Those who are not are accountable for creating high levels of toxicity, often falling from grace in the eyes of their own employees and management alike. Of course, I aspired to become the type of leader that resembled those I admired the most. Their attributes included integrity, honesty, humility, and optimism. I strove to ask the right questions. Such highly admirable qualities are evergreen.
When leaders become more conscious of their sphere of influence, they in turn become even more effective at building more leaders than followers. People crave authentic, positive experiences from their leaders. They are keen to learn, contribute, and collaborate, relishing the opportunity to be challenged while forging their own path. It is important for leaders to never lose sight of their fundamental role as influencers and mentors.
Current and future leaders who are keenly aware of their leadership responsibilities as well as business and economic realities will be poised for ongoing success. Leadership wisdom is evident among both tenured and newer leaders, but their success is not based upon age or years of experience. Rather, it is based on the lens that great leaders use to view the world.
I choose to view the collection of all my experiences as invaluable because every leader taught me a great deal about how to lead and what it means to be ultimately responsible for the success of others.
In the words of a recently retired client: “my goal is to leave my organization better than I found it.”
For me, this is the ultimate leadership legacy.
