Leadership

In his book, You Already Know How to be Great, author Alan Fine describes the three elements that enable us to use the knowledge we already possess: Faith: Our beliefs about ourselves and our beliefs about others. High performance is more likely when we believe that we can learn and do better. The absence of Faith could be described as insecurity. Fire: Our energy, passion, motivation, and commitment. High performance is more likely when we are excited about learning and doing. The absence of Fire could be described as indifference. Focus: What we pay attention to and how we pay attention to it. High performance is more likely when we pay attention in a way that will quiet our minds. The absence of Focus could be described as inconsistency. Click here to read a good blog post about it.

This morning I spoke on two of the core competencies leaders must have (convictions and curiosity). In a follow-up conversation, the topic of confidence came up. Do effective leaders have confidence and how is it different from conviction? Do they have confidence? Yes! Timid leaders emit mixed signals and don't inspire courage in their followers. Some confuse humility with a lack of confidence - not so. Humble leaders can be humble because they have a quiet confidence about what they're doing. Without confidence, a leader may abandon convictions too quickly. The confidence I'm referring to is an assurance that the leader is on the right path; for believers, it is a belief that they are doing what God would want them to do. Confidence and convictions go hand-in-hand. Without confidence, convictions may flounder. Without convictions, confidence may cause the leader to abuse his position or power. Short answer ... it…

One of the often most overlooked qualities of effective leaders is curiosity.  A curious mind is one that is open to exploration, always learning. What does a curious leader look like? He asks questions. Questions open up the door to new possibilities.  Curious leaders don't micromanage with endless questions; instead, they ask the right questions to move thinking forward. He assumes something better is still out there. A curious mind believes we haven't learned it all, seen it all, or done it all.  Growth is not only possible, but expected. He is comfortable leading what he doesn't understand. If a leader has to understand every decision, every product, every pixel ... the leader's capacity to absorb and understand becomes the pace of change and innovation.  This is why good leaders surround themselves with smart people and let them do the work. Are you a curious leader?

I'm sure you've heard someone describe the difference between sympathy and empathy.  Sympathy is saying, "I see that you're going through a hard time."  Empathy, however, speaks more personally: "I've been through that myself and I know how it feels." What does empathy have to do with leadership?  Why would I call it a core competency? An effective leader gets things done in one simple way: by working through other people.  If a leader does everything himself, he may accomplish a few things -- even important things -- but it would be hard to call that person a leader. A leader is one who harnesses the power of their influence to motivate and guide others in a common direction.  Often a leader is tasked with leading people down a path they may not feel comfortable going.  The challenge is to lead without coercing or manipulating the followers. An empathetic leader…