‘L’ stands for learn to lead

Leadership is a term we sometimes throw around like hotdogs at the ballpark on a hot summer afternoon in mid-August. Every once in a while we hear a mantra to hold our people accountable so we can create a climate of change and move the team forward. When the smoke clears, amid a selection of clever clichés and hyperboles mixed with a well-placed metaphor, the message is clear. Leaders are told that they need to go out and be better leaders and achieve their goals.

In my program, the “L” in leadership stands for LEARN to lead. For someone just starting out, the call to “be a better leader” doesn’t always include a “how to.” The expectation is that after years of education and life experiences, everyone has been a leader and has led the group to a successful outcome. Surely two and a half decades is plenty of time to explain to a starting teammate how he’s doing the job poorly and how to do it better, even though he’s never been told why he needs to do it in the first place. A powerful leader tends to explain the “why” behind the how to his team. This is how the team aligns with the vision of the company.

Learning to lead is something very plausible for everyone. The path one can travel requires an occasional reflection on what it really means to be a leader. By simple definition, everyone leads when they execute any action that ends with a result that requires someone to step up and take charge of the group. Positive or negative, when we take action, we express the will to lead and when we engage others, we do so as a team. It doesn’t need to be complex. My mother flawlessly planned and executed hundreds of family events while displaying leadership that few can write on her resume.

Learning to lead is a set of skills. Make no mistake, you can learn. For some, it will come naturally or be a bit more complicated, like learning calculus. Understanding the fundamentals of any skill is integral to how well we can master it. Respect what you don’t fully understand and seize the opportunity it presents. There are some challenges that come with putting yourself out there as the “leader,” and in some circumstances, the act of becoming a leader is as much the path we’re looking for as it is a random situation. There are times when someone needs to step up and become assertive enough to make “it” move, for the team to take action. Recognize the value that time and experience bring as you search for a mentor.

There are also many intangibles to becoming a strong leader that are honed along the way. Successful leaders can focus their style on their ability to communicate with and influence others. Others can establish prosper from the state of being an expert in the field by taking the kidneys. Taking calculated risks if we test our tactics will allow avenues for feedback.

There are several books that illustrate strong leaders and styles of men and women who have been recognized for their leadership. Take action on their behalf and work hard to hone those skills.

Here is a short list of three books I recommend:

From Good to Great: Jim Collins (2001)

How to Win Friends and Influence People: By Dale Carnegie (2009)

Strengths-Based Leadership: Great Leaders, Teams, and Why People Follow Them

by: Tom Rath and Barrie Conchie (2009)