* This is part of a series entitled Lessons Learned When Your Leadership is Tested. These posts will reflect about an experience or moment and share what was learned and how it applies to others.
Recently, I was chatting with a colleague. I asked the ubiquitous question, “What is the main thing you offer your client?” He made an assertion and I came to a conclusion.
He offered his specialty is strategic planning. He is a classic ‘M&A’ (mergers and acquisition) guy. He works with organizations and their leaders regarding growth and strategic planning. He helps businesses and their owners identify the vision and chart the path.
I knew in that moment my place in what I really do. I am not that…not to that degree. While my work does involve constructing a vision, the majority of my involvement is about making the vision live and breathe at the front line level. My focus is less strategy and more tactics. A classic ‘L&D’ (learning and development) guy. Helping the ones who get to deliver the owner’s vision and expectation.
This week I had the privilege to interact with a room full of CEOs. Not just any CEOs, they are a next generation of CEOs. They are either now leading or are currently being groomed to lead some pretty amazing companies. Young, savvy and engaged.
My concern. The topic and its relevance. This became evident when the majority of them said their principle challenge was/is succession planning. A hesitancy formed. I was speaking about when your leadership is tested and my audience is typically the front line manager. Not the manager’s, manager’s manager (or like variation). At first, I must admit, it threw me a little off. Then it hit me. The secret sauce any and every manager must embrace when their leadership gets tested is belief. A belief in what they do, no matter what the circumstances. That they matter, are worthy and have purpose.
So the realization for this post is that your leadership may be challenged with your credibility and relevance tested. How was your leadership earned and why does it matter? Will you find your leadership voice within the possibility of scrutiny? It depends. Consider these ideas.
Orient the lens (point of view). Who are you speaking to and who benefits the most from the message? If you are talking about vision and strategy, explore how this is understood and lived out by other points of view. Look at identifying the delta or gap between a CEO’s expectations and the other’s ability to channel them into their own day-to-day behavior.
Be genuine. I recently heard “Be yourself, everyone else is taken”. Are you being authentic? In these types of situation, we may try to be something we are not. If you are a leader, it probably didn’t just happen as a fluke. Someone believed in you and saw something in you. Yours is a story worth telling.
Leverage the collective. If you are working with a gifted audience, stimulate those gifts. Collaborate and allow best practices to be shared. There is probably a lot of impressive grey matter in the room. If I had to do it over again, I would go much deeper with this idea.
Fine tune your mindset. There are a few behaviors needing to be closely monitored in these situations. Think confidence, vulnerability, respect, empathy, willingness, honesty and openness.
In the military, there are individuals who go into the service by means of their respective higher learning institutions. West Point, Annapolis and the Academy are a couple that come to mind. The cadets are gifted and motivated. They might also be connected or maybe even a bit privileged. Regardless, because of their path and dedication to learning their art and science, they immediately become officers. There are also some who start out at private, and through their time, energy and dedication become NCOs (non-commissioned officers). In time, some may also through training or battlefield commission become officers. Each a different path to a meaningful destination.
We cannot dismiss how and where someone gets their leadership. Some might call it luck. Pierre Trudeau, an esteemed legacy with his son now also Prime Minister of Canada, said “Luck is when preparation meets opportunity”. If we unpack that statement, it suggests we must look at earning our moment, however random it may appear. And however it might be scrutinized.
I left that group pf CEOs knowing I did my best. Their goal was not scrutiny and they have unquestionably earned their leadership. I gave them my perspective. Perspective from a tactics guy. Someone whose leadership has been tested. And we both learned something about leading others.
Maybe the lesson learned was be who you are and lead. Lead without fear of judgment. You’ve earned a proverbial place at the table.