Many people think that leadership is something they do, something they switch on and off, depending on whether they’re at work or not. It’s common to believe you can go on a course to learn these skills and ‘do’ some leadership stuff that makes you able to tell people what they need to ‘do’ more effectively. Most people assume that leadership is a thing you ‘do’ in the workplace and only when you reach a certain level in the org structure.
All this ‘doing’ is the exact common misconception of what true leadership really is.
Leadership is more ‘being’ than ‘doing’; more simplicity than complexity. ‘Being’ and how we show up in every relationship in our life has the potential to impact everyone around us for the better.
This is about Personal Leadership
How do I know this? I’ve seen it happen with the thousands of people who have attended The Living Leader’s ™ Personal Leadership Programme. The fundamental definition of Personal Leadership being “Whenever we have influence over another individual, we are, in fact, leading. Whether as a partner, colleague, parent or boss”. This opens leadership up to be about every interaction we have, imperative human connection and the ability to influence others (for good). When we apply this to an organisation it unlocks a culture of leadership – where everyone, regardless of their position, has the mindset to be a leader, to take personal responsibility and make better choices for the company and people that work there.
Until the robots take over…
We’re all just people going to work to do a job. The motivation and drivers for that particular profession, industry or company are all very personal to each of us, but I don’t believe anyone really turns up to work to do a ‘bad’ job. The sooner that companies realise that working is just part of the human experience and the roles we play in work sit alongside all the other roles we hold dear in our lives, the more successful a company will be… in all areas of business – productivity, performance and profit.
The Personal Leadership Programme (PLP) allows people to become conscious of who they want to be, how they can develop those around them and how to take personal responsibility for their choices in life. It goes beyond business and looks at the workforce at a humanistic level, understanding that people (as fallible and absurd as they are) are the biggest driver in capitalism and commercialism, which is ultimately what ‘business’ is about. Getting busy, being busy.
Responsibility – give with one hand, take with the other
Many people become managers, in charge of a team, because they’re good at their jobs. They’ve been promoted to a new position in the hierarchy that now means they’re not in charge of doing the job anymore (what they were good at) they are now in charge of the care of the people that do the doing, and this is a shift that people rarely get taught how to do. It’s hard to let go of the thing we were once recognised for and allow someone else to do it their way, and this is how people get caught in the Management vs Leadership trap. Managers are very good at telling people what to do, when to do it and how it needs to be done, but, unfortunately, a company with a bunch of managers running the show is not going to allow for creativity, entrepreneurism and growth. Companies need leaders to unlock these aspects to drive things forward.
But, being a leader is a scary thing to do – leaders have to allow others to come up with ideas, others to innovate and other people to get the credit when things go well. Leaders have to create the right environment for people’s contributions and capabilities to flourish… but they also have to be there when things go wrong and take the flack when things don’t work out. That takes courage and an ability to go beyond one’s own ego.
Many companies get stuck because they rely too heavily on management over leadership. Management behaviour that expects people to take responsibility, only to give it back if and when things are not done in a certain way. This is an overnurturing culture, and although all intended, stifles growth – personally and organisationally. Companies benefit from understanding the difference between management and leadership and knowing when to flex those approaches. One is not greater than the other, but they are different skills and a balance of both is needed.
My most important leadership role in life…
Is being a parent to my two small (but mighty) girls, wherever my career takes me. I’ve worked around the world with CEOs and front-line staff, alike, and they all have one thing in common – a desire to do better and be better. An understanding that personal leadership has the potential to change the future for our next generations. Leadership isn’t really about us at all, it’s about others being the best they can be… better than us. If everyone strived for that, imagine how different the world could be.
Want to learn more about a different take on leadership?
I’m hosting The Personal Leadership Programme in April at The White Rooms, St Albans. The three-day transformational programme has a few spaces left if you’d like to be part of it. Join leaders from across industries to learn, share, and grow together.
Get in touch to run the programme in-house – it will transform your team into a trusting, high-performing collective.
“Super enlightening programme, very well run and such a good opportunity for introspection. This has been amazing to get a better understanding of my leadership style. It’s given me a good, practical framework to keep things in check as well.” Mat, Senior Director
“The real secret sauce was Susie and the way she led the programme. Definitely the most impactful leadership training I have taken part in.” James, Exec Partner, Finance
Susie Ellis, Founder of Free Mind Development
https://www.thelivingleader.com/personal-leadership-programme
