How Leaders Develop – Six Tips to Ensure Leadership Growth

In his May 2, 2012 Leadership Wired news letter, John Maxwell writes, “Leadership is not an exclusive club reserved for those who were "born with it." The traits comprising the raw materials of leadership can be acquired. Link them up with desire and nothing can keep you from becoming a leader.”

I review this little nugget of truth often to keep it fresh. I have found that when in a position of leadership within a company, there are lots of raw materials to acquire and link up to my growth in leadership. But how about when you are not in a defined position of leadership? Then what do you do? Well the answer is obvious, but not necessarily easier. You have to look harder – stretch your vision, discern more and really look for it. That’s where “desire” becomes the fuel to continue my growth.   

I have been unemployed now for six months, and I am challenged weekly, if not daily, on how I continue to grow as a leader. I have to look beyond my experiences and current position to find the raw materials to continue my growth. Here are six ways to find the traits comprising the raw materials of leadership when not in a defined role of leadership:

1. Remember the basics. Think of it as a routine checkup. While this seems obvious, I find it amazing how many leaders I have come in contact with who do not spend any time remembering the basics. Stephen Covey calls this “sharpening the saw”. Ever see a professional baseball player miss a ground ball as it rolls between his legs and on out to the field? The basics are to kneel down in front of the ball to insure he blocks it from going past him. The same simple mistakes can be made in leadership.
2. Take time to reflect. Just as it is stated, this requires time to perform. It should be scheduled and prioritized. Reflection is a vital element of leadership. It helps you stay grounded on what is important, it provides clarity, and it allows you to consider other perspectives.
3. Review your plans. These could be anything; your life plan, your operational plan, your growth plan, or in my case, my job search plan. As in reflection, reviewing your plans help you ensure the right priorities are on the right things. It shines light on things that require leadership skills to be acted upon.
4. Maintain and grow your leadership network. This is more than commenting on Facebook or LinkedIn. This is about staying connected with other leaders that influence you and who help you grow as a leader. Doing so sustains and motivates your desire to grow as a leader.
5. Work on your strengths. This is not about working within your strength zone; this is about growing your strengths like you would exercise at a gym. Like your body, your strengths need to be exercised and constantly worked on. Strengths can be worked on whether you are in a position of leadership or not. It is also a great way to stay motivated in your desire to grow as a leader.
6. Get involved. How do you develop your leadership capabilities when not in a defined role of leadership [at work]? Find ways to lead. Get involved. Start at your place of worship, start with a community activity, or start with a cause you are passionate about. The mere act of getting involved requires leadership. Your level of involvement will help you find new raw materials to further develop as a leader.

These six steps involve the three E’s of leadership development; Environment, Equipping, and Exposure. Being attentive within your current environment, getting equipped, and being exposed to leadership opportunities will develop you as a leader. Link them up with desire and nothing can keep you from becoming a leader, even if you are unemployed.

Question: Rate yourself from A to F in your own leadership development. Where are you at?

Thank you for taking the time to read this. I'd like to know what you think. Feel free to let me know in the comments section below.

Do You Have Agility?

Agility. In the work environment, agility is an organization’s ongoing ability to anticipate, adapt to, and respond decisively to events and trends within its operating environment. It’s a funny paradox – more and more role descriptions are listing agility as a needed skill, yet more and more reports are listing agility as an overused word or skill on personal profiles and resumes.

Agility is often used in concert with “adaptable to change”, which can be true in some contexts I suppose. But true agility is not just about adapting, it’s also about anticipating and responding to the change. It has been my experience that most people stop at adapting. They never anticipated nor effectively responded to the change.

I think a primary reason for this is because most people do not recognize what agility truly is. Like leadership, agility functions as a noun; it's a skill that requires core competencies to be effective. While not all inclusive, here are six core competencies for agility:

• Ability to anticipate change
• Ability to generate confidence
• Ability to initiate action
• Ability to liberate thinking
• Ability to evaluate results

People who effectively demonstrate their agility are marked by their ready ability to move quickly with easy grace, and they have a quick resourceful and adaptive character.

When a role description lists agility as a necessary skill, it includes the above competencies, but when people list agility as a skill, they often omit how they effectively demonstrated it.

An organization’s agility to ever-changing trends and market demands is limited only by its people’s ability to anticipate, adapt to, and respond decisively to the changing environment. If you want to improve one skill that adds value to your organization, consider your agility. By growing your proficiency in its core competencies, you will become more agile.

Question: How effective are you today in your agility? 

The Benefits of Keeping a Journal

To journal or not to journal - it's a matter of personal growth really. Each of my mentors swear by  keeping a journal. My former boss kept a journal. Most leaders I have reported to within my career who were worth anything maintained a journal. The president of the United States keeps a journal. 

I keep a journal - not because of all those I named above does, but because I believe - and receive - the benefits of consistently adding to my journal. There are a thousand different ways to keep a journal. Some people keep a spiritual journal. Others keep a simple diary of events. Some people write in the morning. Others write at night. Some people write inside a paper journal. Others use their computer. Some folks maintain one journal for all aspects of their lives, while others, like myself, maintain several journals based on themes.

What is important to remember is that it's not about what you journal or how, it's about that you journal. I am so passionate about personal growth that I include the fact I maintain a journal as a leadership skill set. Indeed, and here's why:

• Capture & Process previous events. This is what my former boss did. He would invest in ruled hardbound ledgers with about 300 pages each. In a calendar year he may fill up to four of these things. He took his journal to every meeting, wrote in it at every tele-conference call, and capture notes during one on one discussions. It was amazing how much he could recall, factually, at any given time within a year on almost any topic he was involved with. 
• Clarify my own thinking. I maintain a leadership journal. In it I capture lessons gleaned from others, tactics, and experiences. In it I ask important questions, record significant lessons, and receive inspiration  In short, my leadership journal contains anything that remotely relates to leadership and how I can grow or improve my skills as a leader. 
• A record to reflect on. Reflection is another leadership skill that is vital to grow. Reflection creates clarity, promotes decision making, and allows me to review and improve. Journaling helps me stay focused on what I reflect on.
• It serves as my leadership bible. I don't just write in my journal for archive sake, I review it and use it often. When coaching or mentoring others, I refer to my journal for insights and guidance. 

I am one of those types that retain more if i write down. Consequently, I have notes and books everywhere. Others use software or blogs to record journal entries. The key is to find a methodology that works for you. Buy remaining consistent at your journal, you will see your own benefits and begin to grow. If you do not know what to journal about, try starting with something you are passionate about - a cause, an event, an activity, or even a hobby. 

You are only limited by your own imagination.

Question: Do you keep a journal? If so, on what topic(s)? Please share.