The demands placed upon today’s leaders are onerous and multifaceted. Coming with high expectations from a range of people, much work is required before meaningful outcomes can be achieved by the organisations, teams and individuals who they exercise control over. While some leaders come apart under the weight of the pressure, others thrive in the role, and successfully bring about results that positively impact the world at large. A modern day example of this was the late Steve Jobs, the co-founder of Apple, whose creative brilliance and intense drive brought revolutionary products, such as the iPod, iPhone and iPad, to the world.
Exciting and engaging innovations that have changed the way we communicate, access information and entertain ourselves, these products have played a central role in building a passionate and loyal following for the company. Now one of the most recognisable and valuable brands in the world, Apple has grown exponentially since its humble beginnings in 1976, when Jobs and its other co-founder Steve Wozniak built their first machines in his parents garage.
Having an audacious vision of what the future of personal computing would look like, the two Steves put their passion, imagination and knowledge to work. Not having any guarantees of what would result from their efforts, they proceeded anyway and disciplined themselves to follow through. Their first act of leadership, it did not involve an army of employees who were eager to do their bidding, only themselves, and the personal power that lies at the heart of true leadership.
The primary task of a leader is not to lead others, but to lead themselves. Leading ourselves involves doing what we know we have to, and holding ourselves to a higher standard in the process. Requiring the courage to be our own person, clarity of purpose, an integrated character that is consistently displayed, and a genuine desire to serve followers and the world at large, these qualities of an actualising spirit form the foundation of charisma, which powerfully draws people to us and makes us someone who is worth following.
Followers do not want to be led by a weak or insincere person. Neither do they want to be led by someone who relies on a title for their authority. In my experience, people can’t respect that. While in some instances they may go along to get along (in the workplace for example), when you remove the incentives that are their very reasons for being there, they will make the decision to leave the organisation because their leader is not delivering value that is above their basic function. As the saying goes, people don’t leave organisations, they leave leaders. When one considers the culture that a leader is responsible for creating, this makes perfect sense.
Weakness begets weakness, just as strength begets strength. Intuitively we know this, which is why we gravitate to people who demonstrate qualities of character that we lack. Drawing on their strengths, we cultivate our own. Being one avenue to developing our potential, another lies in doing the difficult inner work ourselves. For me, this is what leadership of self is all about.
Why I think that this is the most challenging path is because we have nowhere to hide from our lack of progress. 24/7 we must live with ourselves, and endeavouring to make positive changes in our life, there is only so much bullshit we can tell ourselves before we have to admit that we are failing at the task. On many occasions I have had to face this reality and it does not sit well, especially at times when I have tried to deny it.
In general, we tend to hold others to a higher standard than we are willing to hold ourselves. We do this because from an ego perspective we feel that we can. Possessing an entitlement mentality, we want others to do for us, what we should be doing for ourselves. In terms of leadership, this is extremely disempowering, and one of the more subtle ways that we sabotage our development.
Copyright in image belongs to news.cnet online.