Sunday, September 1, 2013
For centuries people
have debated whether leaders are born or made. Several decades ago researchers
started trying to answer the question. The debate goes on, even though we know
the answer.
It turns out to be a
little of both. Leaders are sort of born and they're always made. Knowing the
details will help you develop effective leaders for your company.
Leaders are Sort of Born
It seems like there's
only one thing that a person needs to actually be born with in order to be a
leader later in life. That's intelligence. A leader needs to be smart enough.
Effective leaders
aren't necessarily the smartest people in the room or the company or even on
the team. But they have to be smart enough to do the job they're assigned.
What's more important
is what kind of person the potential leader is when he or she becomes an adult.
The person who emerges from adolescence into young adulthood has the
psychological and character traits they'll demonstrate for the rest of their
life. Some of those matter for leadership.
By the time a person
becomes an adult we can tell if they can help other people achieve results.
That, after all, is what we expect leaders to do. We expect them to achieve
success through a group. We expect them to help their subordinates grow and
develop.
By the time a person
becomes an adult, we can tell if they want to achieve objectives or if they
just want to go along and take it easy. We expect leaders to be responsible for
achieving results. You can have a marvelous life without a results focus, but
if you're going to lead successfully you have to have the drive and willingness
to be measured by the results of your leadership.
By the time a person
becomes an adult, we can tell if they are willing to make decisions or not.
Lots of people wake up every day and let the world happen to them. But leaders
must be able and willing to make decisions that affect themselves and others.
By the time a person
becomes an adult we can tell if they have the basic qualities that we expect
leaders to have. We can determine if they're smart enough to do the job. We can
tell if they are willing to help others to achieve results as a group. And we
can tell if they will make decisions.
Those things are essential.
People who have them can learn the multiple skills it takes for them to become
effective leaders.
No matter how they
measure up on the key essentials, no one emerges from the womb or from
adolescence with all the skills in place to be an effective leader. Everybody
has to learn the job. That's why leaders are always made.
Leaders are Always Made
Leadership can be
learned by anyone with the basics. But an awful lot of leadership cannot be
taught.
That's because
leadership is an apprentice trade. Leaders learn about 80 percent of their
craft on the job.
They learn from
watching other leaders and emulating their behavior. They choose role models
and seek out mentors. They ask other leaders about how to handle situations.
Leaders improve by
getting feedback and using it. The best leaders seek feedback from their boss,
their peers and their subordinates. Then they modify their behavior so that
they get better results.
Leaders learn by
trying things out and then critiquing their performance. The only failure they
recognize is the failure to learn from experience.
In their book, Geeks
and Geezers, Warren Bennis and Robert Thomas identify the special power of what
they call "crucibles." These are trials which teach hard lessons that
leaders use as the basis of their strength in later crises. Many of these
events can be called "failures," but leaders turn the bad situation
to good by learning from it.
Effective leaders take
control of their own development. They seek out training opportunities that
will make a difference that will make a difference in their performance.
Effective leaders look
for training programs that will help them develop specific skills that they can
use on the job. Then, they when they return to work, they devote specific,
deliberate effort to mastering in real life what they learned in the classroom.
Marshall Goldsmith and
Howard Morgan studied the progress of 88,000 managers who had been to
leadership development training. The people who returned from the training,
talked about it, and did deliberate work to apply their learning were judged as
becoming more effective leaders. The ones who didn't showed no improvement.
If you're responsible
for leadership development for your company, you should structure your support
for your leaders to recognize that most leadership learning happens on the job.
Help people develop leadership development plans. Help them select specific
skills training and then work on transferring skills from the training to the
job. Help them find role models, mentors and peers to discuss leadership
issues.
Help your leaders get
feedback from their boss, peers and subordinates. Work to create the culture of
candor that will make that feedback helpful and effective.
Don't stop there. Make
sure that you evaluate your leaders on their leadership work. Reward them and
hold them accountable for accomplishing the mission through the group. And hold
them accountable for caring for their people and helping them grow and develop.
A Leader's Growth is Never Done
Leadership learning is
a lifetime activity. You're never done because there's always more to learn.
There are always skills you need to improve.
Effective leaders seek
out development opportunities that will help them learn new skills. Those might
be project assignments or job changes. What they have in common is that the
leader develops knowledge and skills that can be used elsewhere.
Effective leaders also
seek out opportunities that will increase their visibility. The fact is that
great performance alone will not propel you to the top in your career. You also
have to be visible to people who make decisions about promotions and
assignments.
If you're responsible
for developing leaders in your company, set up programs to give your leaders
both kinds of development opportunities over the course of their careers.
There's no magic
formula for developing quality leaders in your company. But if you select
potential leaders with the essential traits, then support them with training,
feedback, on-the-job learning and development experiences and hold them
accountable for results, you'll have the leaders you need to shape your
company's future
