I’ve been reflecting on the concept of leadership recently; what it means to be a good leader and what it means to be an introverted leader. I’ve been practicing leadership for 17 years and I still struggle with the best ways to do it.
The problem is that leadership is not a one size fits all hat. There is no one right way to be an amazing leader. In fact, effective leaders have to be very versatile, customizing their leadership style to match the changing needs of their teams and team members. This is why introverts, with their natural tendency to observe and assess personalities, interactions, and climates before making any moves, often make successful leaders.
Often we try to define good leadership by the qualities a great leader possesses. I find this method tends to cycle back on itself citing the same skill set over and over. So this week I challenged myself to a little exercise: Assess leadership from a different angle. I chose to look at various hats good leaders often wear. By switching perspectives, I hope to play with some methodologies and tactics from other fields and see how they might fit in with my leadership style and toolbox.
The Curator
Curators pull together collections of works to create cohesive narratives or statements. Similarly, skilled leaders recognize and gather talent to make thing happen. They select specific skill sets for specific tasks and assemble talent groups to produce the most effective combinations for each project. An effective leader does not worry about having all the knowledge themselves, but instead focuses on being able to bring together the best talent from a team, specially selected in consideration of the end goal.
The Trail Guide
Leaders are pathfinders, navigating teams through the adventures of project mishaps, detours, and sometimes even conflicts. They need to know their team, the landscape, how to handle emergencies, and know where they are going. Guides use team building exercises, common interests, and shared experiences to foster relationships, self-development, and to accomplish a common goal.
The Counselor
An ability to listen and try to understand individual needs is a cornerstone of strong relationships. Healthy, constructive work environments are built on positive interactions and trust. Team development not only requires an understanding of what employees need in order to flourish, but also requires an ability to support and counsel workers when they struggle.
The Mediator
Sometimes a leader must also act as a mediator. Conflict happens, but effective leaders aim to diffuse adverse situations and focus on reconciliatory solutions, rather than taking sides. In cases where the leader becomes involved, it might mean stepping out of the role of leader altogether in order to try to leave the ego behind to gain an unbiased perspective.
The Critic
Not to be confused with being critical, a good critic is a master of assessing and analyzing the validity or quality of information. Intelligent leaders consistently use critical thinking to anticipate and identify strengths and shortcomings in their work, team, environments, and especially in themselves. A good dose of humility and self-awareness makes for a much more human and relatable leader.
Reflecting on the core element of what we actually do in our jobs is worthwhile but not something we do often. Supervisor, manager, head, chief… we are all leaders and it is vital that we evaluate what that means for each of us within the context of our own tenets and within our workplaces.
I’ll continue to add to this list as I muse over the ever changing role of leadership. I’ll also be digging into each of these roles in more detail over the next little while and will share all the tricks and tips for our leadership kits that I find.