Do You Have A Leadership Strategy?

We love to believe that genius is a gift. We read stories about great leaders and their accomplishments. We talk about the characteristics that leaders have, as if they can be dissected, taught and learned. There certainly are benefits to start developing more leadership qualities, like presence. But do you have to fit a mold to be a leader? Or can you prepare for it differently?

When I took on a new role at a large financial services company, I participated in a training program for career transitions based on “The First 90 Days,” a book by Michael Watkins, who facilitated part of the program. His book walks you through 10 things to do to ramp up in your new role more quickly. These types of trainings are helpful. They are tactical – here’s what to do to be successful. They work because they provide a framework that you can use across a variety of scenarios to think about how to respond. But tactical trainings are generally managerial in nature – focusing on tasks and relationships.

So why isn’t there a playbook like this for leaders? There are at least a dozen different leadership theories and strategies – from autocratic leadership to servant leadership. Each of them provides different guidance on what a leader should be and do. Collectively, they may cover the gamut of “leadership” skills, but no leader possesses all of those. Moreover, by telling people how to be a leader, you make them less authentic – unless of course they are the ones looking to improve their leadership capabilities.

Two Essential Characteristics of Leaders: Passion and Serenity

I subscribe to the adaptive leadership school of thought, introduced by Ronald Heifetz in his book “Leadership Without Easy Answers.” The premise, essentially, is that the role of leaders is not to control others, but to elevate them. In other words, leaders should help others become better off than they would be on their own. What I’ve learned is that, no matter how many characteristics, styles or actions we prescribe to leadership, there really are only two characteristics that great leaders have: passion and serenity.

Leaders need to have passion. I don’t think there is a leadership theory out there that suggests otherwise. If we don’t believe what we say and bring all of our energy to our work, we can’t inspire and connect with others. We lose credibility. We don’t engage our followers in ways that elevate or excite them.

Serenity is what followers crave. When we’re followers, we don’t like chaos, dissonance or tension in general. We certainly don’t feel comfortable or want to follow someone who comes across as frantic or, worse, panicked. That is why we seek leaders out. Help us! Show us the way forward. Make us feel safe. A leader who can put you at ease and hear you calms you down. If you don’t know what I mean, watch Morgan Freeman play Nelson Mandela in the 2009 movie “Invictus.”

Leadership Strategy Playbook: Listen, Process, Respond

There is a famous scene in “Invictus” in which Nelson Mandela asks Francois Pienaar, the captain of the South African rugby team, about his leadership style. Pienaar says he leads by example, and Mandela challenges him to inspire his team to be better. What I find most interesting in the scene, however, is what is not said. When the tea is served, Mandela turns to the server, greets her, and talks to her. He then introduces her to Pienaar. She isn’t a faceless individual who is separate from the meeting in progress with Pienaar. She is seen. She is valued. Mandela is listening to her. Do you do that when you have catering delivered to a meeting?

The point is, everyone matters. Leaders who listen more broadly are better able to meet a wider variety of needs. 

As Mandela asks Piennaar about his leadership style, there is another dynamic at play: Mandela leans back in his chair, relaxed and focused on Piennar with a very open posture. Piennar, in contrast, is tense, leaning in, much more closed-shouldered. Piennar is the one whose team is struggling. Mandela is leading the transformation of a nation. Piennar makes us anxious because he is anxious – even though he has the passion for the game. Mandela makes us comfortable and calm. Our shoulders relax, our guard is let down. We lean in, like Piennar, because we want to hear Mandela. We want guidance. We are looking for a rock.

After Piennaar shares his team’s troubles, Mandela is processing. He gets up from his chair, and moves closer to Piennaar. He starts to share an analogy that he knows Piennaar can relate to –hearing an inspiring song being sung in an Olympic stadium. He then coaches Piennaar, by giving him the insight he needed in a single sentence: We all need to exceed expectations.

That scene is often cited as one of the best examples of leadership around, and you can see why. Leadership isn’t an approach, it’s an opportunity and a responsibility. It’s giving the led what they need, not requiring them to give you what you need.

Leadership Strategy is Adaptation

To do that, leaders do need two essential skills. First, communication is key. Communication is about more than making clear basic information. It’s about making sure you are aware of your  audience, your message, your timing, along with the reason for the communication and the delivery. It’s all critical to ensure your message is understood and acted on. Slipups can end careers. In the best case, they soil reputations, even if just briefly. 

Second, leaders need to be critical, creative, fast thinkers. People don’t want to wait for answers. Being able to listen, process and respond in real-time may seem natural; doing it well takes a lot of effort and practice.

Taken together, communication and critical thinking are the foundation for adaptation. It’s all about seeing the challenge or opportunity, deciding quickly how to respond or pursue it, and communicating to engage the right audience. It also may be the single thread running through all of those leadership theories.