“Nothing so conclusively proves a man’s ability to lead others as what he does from day to day to lead himself.”
–Thomas J. Watson
In the last couple of weeks, I have had these questions come up. “What can I do to have more influence over my supervisor?” “How can I tell my boss he needs leadership training?” “How do I convince people they need leadership skills when they don’t think they do?”
These are great questions. When one is used to being the leader, being told what to do or how to do it isn’t very comfortable. I just had this experience last night. I was volunteering somewhere and each person had their own little niche and it was quite evident that nobody was to interfere or help in their niche. Okay, this could have just been my interpretation. What was even more weird, are the feelings that arose when they started telling me what to do. Hmmm…I’m not proud to report that I got a little judgmental inside. I’ve not been in a position like that
for a long time. I had to remind myself that I was NOT a CEO anymore.
So let me give you some answers to those questions from my experience and from (of course) John Maxwell.
1. We need to lead ourselves with excellence and then model that behavior. Remember, we can’t give what we don’t have, AND we don’t get who we want, we get who we are. Great behavior influences those around us for the better.
2. We need to understand what is important to our boss. What is the mission of the company from which your leader operates, or should? Really try and connect with your leader by investing in that relationship. John says to be a champion of what your leader desires.
3. We aren’t always right. WHAT? Yes, keep an open mind and be willing to see your supervisor’s perspective. If it is not clear what is desired, ask questions with all gentleness and respect. Show curiosity and an eagerness to learn. Understand that your leader has the overall organizational picture in mind, not just your current situation.
4. Know when to push back and when to back off. We must read the atmosphere of our workplace to determine the best timing to confront or wait for a better time. This doesn’t mean we never bring the situation up again, it just means we discern the right time.
5. Be known as the “go-to” person. Develop the ability and willingness to tackle the tasks given us without complaining (or allowing our judger self to arise:) Make sure our body language agrees, as well, when we say, “Sure, I’ll do that,” even if the task is not our job description.
6. Lastly, on this list anyway…and maybe it should be first. Make it your goal to make your leader successful. Be a team player and lighten your supervisor’s load–when he/she is successful, the whole organization succeeds.
Yeah, if you were one who asked the questions, you probably didn’t want to hear any of this. We already know, especially if we have teenagers or spouses…or bosses, that we are unable to change anyone else. Transformation starts with me.
I can tell you from experience, when I stopped using my position as CEO for power, and started leading, the organization changed. The culture became one of teamwork, everyone pitching in and knowing each others’ job descriptions so we could help each other. Not because I was phenomenal–just ask them–but because good leadership is attractive…to everyone. My team learned to lead themselves with excellence and because of that, I desired to imitate them! Their behavior and success made me and the organization look sooooo good!
Go ahead, model great leadership behavior for those around you. It can become contagious. If those who lead you are unable to “get it,” your own life will change. You will be transformed in the process and that, my friends, is so worth it.
Thank you for asking,
Jan
Jan McDonald
The John Maxwell Team
PS–speaking of transformation, if you haven’t registered for Tuesday’s free call, here’s the link;
https://youcangettherefromhere.eventbrite.com
Follow me on facebook @janmariemcdonald for more tips on leading.
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