Is Leadership Overrated or Misunderstood?
Is being invaluable about being a great leader? Yes. And no, just as much.
For anyone in the throes of a young career, you probably hear “leadership” thrown around a lot, and that “leaders” represent the most valuable members of the team.
Let’s start with the idea that “leaders” are the most valuable members of a team.
Many books and articles will tell you that learning how to “lead people” is one of the most important skills you can learn early in life - and that to lead will make you MVP in the workplace, as an entrepreneur - as a partner. It’s not untrue, but it’s not the whole story, either.
People do value young leaders. Absolutely.
But leadership isn’t one thing, it’s a collage of qualities that draw others to a person, that make them attractive in a way that rises above credentials. You don’t really “try” to become a leader. Leadership becomes what you “do” because it’s the most natural position to take, because of the natural qualities you possess.
But before you think “leader” and picture Tim Cook (Apple) or Ted Sarandos (Netflix), or even a creative business leader like Sarah Blakely or an activist like Malala Yousafzai, take a beat. These verified “leaders” have galvanized thinking, led industry and impacted culture by the millions. Which is remarkable.
But it doesn’t take millions to matter in your own world. In fact, don’t aim remotely that high. Start with building the qualities that all leaders have in common. Without these, no one will follow you and you wouldn’t know where to go (or why) even if they did.
Here’s what leaders all have in common:
Capability. Leaders are capable people, whether that means changing a cartridge on a printer or changing a tire. It might mean putting a presentation together for a meeting in 48 hours, or having the discernment to know when to talk - and when to listen. Capable people are used to rolling up sleeves and getting their hands dirty. Capable people become that way because they pay attention, take the time to learn and don’t delegate tasks just because they can. You can delegate later, but not yet. There’s wisdom in knowing how to do all the jobs, from the beginning.
Capacity. Leaders don’t start out with broad shoulders, they grow them. They keenly understand all there is to do and accomplish, and then prioritize those tasks - according to what matters. They understand what matters by recognizing not just their own needs, but the needs and goals of the “whole.” This may include the team at work, the family or the “group.” Being “overwhelmed” is okay, but growing capacity means that “slammed” feeling doesn’t define you. You understand it’s a necessary cycle and that through it, you will know more and be able to “carry” more as a result.
Generosity. Leaders look out for those who may not have a seat at the table, but should. They give their time, that extra couple of minutes, to hear someone out at the coffee machine. They become an ally by giving their attention where it may be needed in that moment. Generosity may look like holding the door for someone and sincerely asking about their kids and weekend, or it may be allowing people to finish their sentences in a meeting, and then giving them credit for thoughtful ideas. Generosity is a slow-growth asset. The more you exercise this muscle, the stronger it will get - and the more allies you will find you have because of it.
So much of what we want to have or accomplish in life seems like it happened overnight for the people enjoying that thing we want. But there are very few examples of overnight “success” or “happiness” or “everything worked out.” The act of “becoming” something starts with participating in the recipe - being an ingredient that contributes to a greater whole. This is deeply true of leaders.
My work is rooted in creating these conditions for people.
Young professionals are particularly interesting to me because I was one, at one time. I was ambitious and clear-sighted about what I wanted. I was focused, attentive and sure footed. And it worked. I relied on sheer will (and persistence) to land positions at United Talent, William Morris, Bank of America and Tennis Channel. Those roles taught me about structures and systems, about deal making and hierarchy - about media, the creative process and deal making.
But what I wish I’d known then that I know now, is that determination and focus are crucial, but intentionality and desired impact matter just as much. When I think of how I could have contributed back then, with this mindset, I would have been more present to the magic of those moments and opportunities. I would have loved being “me” more, likely made more money doing it (a consequence of being present), and absorbed far more from those experiences.
Although I can’t revise my own history, I can influence yours.
Curious about what I mean?
Think you might see yourself in any of these descriptions?
Let’s talk.
I’m starting a small group for young professionals in September and adding interested people to the list. Together with my longtime business partner Amy Swift Crosby, a brand strategist and creative mind, we’re selecting six people to be part of an 8-week coaching group designed to catalyze potential and determine a path forward.
If you feel moved, drop me a note and tell me about yourself. What’s keeping you up at night? What’s working? What isn’t working? I just might be able to help.
This work isn’t right for everyone, but when you’re ready, you usually know you’re ready.
And I'll also be able to assess your readiness in a conversation.
Hit me here to send an email.
And here to be part of this newsletter.
And click here to watch this 2 minute inspirational trailer from Apple about impactful leaders.
Looking forward to it.
BG
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