In response to this, many would argue that they were not born to be leaders anyway. This, I believe, is a copout. Leaders are not born, but made, through the dedicated development of character and skill. While some people may have a genetic predisposition towards the demonstration of certain leadership traits, this by itself does not mean that they will make the choice to utilise these gifts and become leaders.
Essentially, leadership is a decision, and I have met, observed and studied many people who did not fit the mould of the prototypical leader, but nevertheless personified its best qualities. Mother Teresa was a diminutive woman with a limited education. Franklin D. Roosevelt was crippled by polio during his term as President of the United States. Richard Branson was diagnosed as having dyslexia which negatively affected his ability to learn and communicate.
Despite facing these types of challenges, these courageous, determined and service oriented men and women took control of themselves and their circumstances, and produced incredible results that history will remember fondly. Inspired to initiate action that fulfilled their duty to humanity, they did not have to ask others for permission to lead. Staying true to themselves and allowing their spiritual authority to define and direct their leadership, they gave themselves permission to do what others believed to be impossible.
Such an important part of giving ourselves permission to lead is believing in ourselves and our cause. Having this self-belief, we are able to inspire confidence in, and action from, followers that aligns with our vision. Believing in it ourselves, and demonstrating a willingness to put ourselves on the line for its realisation, others who share the vision will buy into it and do what they can to achieve the goals that the leader has set.
In The Steve Jobs Way: iLeadership for a New Generation, Jay Elliot provides many insights into the success of Apple under the leadership of Steve Jobs. One of the reasons he gives for the company being a top performer in its field, is the passion and purpose with which its people work. Dedicated to Steve Jobs and the vision that he had for the company and its products, they give much more of themselves than the average employee in that industry. Pushing back personal and technological boundaries in the process, they grow along with the innovations that their efforts make possible.
Heavily engaged in their work, they are willing to sacrifice more of themselves because they are made to feel that they are making a ‘dent in the universe’. Being the result of a corresponding belief, it is what they adopted from their passionate, enthusiastic and committed leader. As Elliot says so succinctly, “nobody had a greater belief in Apple and its products than Steve Jobs”. If it was any other way, Apple would be just like any other company.
What separates Apple from its competitors is the ‘can do’ attitude that Steve Jobs unwaveringly held. Told by many experts, inside and outside of the company, that a one button phone was an impossibility, he wasn’t put off by their opinions, and he continued to push his engineers and designers to develop the technology that would allow his vision to become a reality. Believing that it could be done, he wouldn’t accept ‘no’ for an answer. Grating on many of the project team with his stanch position, some of them decided to leave because they felt that he was asking too much. Pushed to their limits, they gave up on the dream. As history would have it, that was their loss.