The Work of a Modern Leader
This article is an interview with a person who wrote a book on the topic of leadership. As such, the approach seems entirely random, so here are some bullet points:
- People are tapped for positions of leadership because of their individual achievements, but when they become leaders, the nature of the game changes, from being the achiever to coaching others to achieve. Many people find it a difficult transition.
- Stressful situations can make a person fall back on old-school management - being the boss and giving orders - and it can even cause one's subordinates to want that kind of leadership. However, it's not the best way to find the correct solution for most problems.
- Good leadership involves trusting your subordinates, and earning their trust in you. The ability to guide your people through difficult situations without becoming an autocrat is a dividend of that trust.
- To be trusted, a leader must have some degree of technical competence, but he must also be consistent in his values - a new leader must demonstrate his competence and consistency. In time, his subordinates will rely upon it without the need for further demonstration.
- It's important for the leader to be "on the balcony." He must at times get his subordinates to look at the big picture (which means he needs to see it for himself). The leader is in an elevated position, and is expected to have a broader vision that enables him to give his subordinates direction.
- There is also a balance a leader must strike between giving his people incentive and creating panic among them. Largely, it's a manner of personal demeanor: to be concerned, yet calm.