You’re very capable. You’re highly skilled in your field. You’re even a recognized authority in what you do. For this you’re tapped on the shoulder and welcomed into the ranks of your organization’s leaders. You’re in charge of an area … or a division … or the entire facility. And certainly someone with all of your capabilities simply must know how to do everything associated with the job in a very effective and meaningful way. Right? Not so fast. In my work with organizational leaders from the highest ranking to a lower level of leadership I definitely conclude that the resounding answer is ‘Wrong!’ Regardless of how skilled leaders are in a technical sense as it pertains to their responsibilities the vague aspect of a job often centers on how to be effective in leading the charge … motivating, encouraging and developing the talents of others to achieve the results you strive for.
Encountering leaders who express either frustration around or simply a desire to lead their company to greater success, I have often asked who they turn to for leadership guidance? Who is it okay to approach and discuss leader related problems and challenges? What I hear too often is that a leader perceives that when they are selected for the position, they are presumed to know the technical skills associated with the position and the skill to lead others to accomplish the job. And where this exists, it tends to deprive the leader of building and improving a skill that is the foundation for an organization’s ability to bridge the gap that too often exists between the vision of what the desired achievement is and the reality of what is actually accomplished. It is dangerous and often costly. Simply put … even leaders want and need to be led. They too want guidance as to how to oversee their areas of responsibility and be extremely effective in doing so. Achieving real and lasting success is much easier when we don’t have to fake it. Everyone wins … including the organization.