This article first appeared in the January, 2003 edition of the Jacksonville Business Journal
Leadership is a hot topic. We extol our favorite leaders and demonize those who have fallen from grace. When we talk about leadership we often speak of vision and transforming an organization from failure to success. We speak of ethics and values. We describe leadership in terms of character, using such words as courage and heroism. Other times we speak of exemplary personal behavior. And some view leadership as a style, comparing different approaches and their effect.
Leadership Development
With the many ways of describing leadership how do we answer the question "Can leaders be developed?" And the next question is even more difficult: "If leadership can be developed, how do we do it?" Both questions challenge senior management in building leadership competence and depth.
"Can leaders be developed?" The answer is resoundingly yes..and no. Let's look at both the yes and no answers to the question, and what we can do to develop leaders.
What We Can Develop
Leadership is about doing three things. First, leaders create a vision. They have a picture of the future that they can describe so others can see it too. The vision may not have precise goals or numbers, but it is does describe a future reality. It may be difficult to achieve, but not impossible. There may not be a precise plan, but there is a roadmap.
The second thing leaders do is build alignment. They energize people to become committed to the vision and articulate how to work together to achieve it. Leaders may achieve alignment through rousing speeches, charisma, personal loyalty, rational argument, etc. It is not how leaders create alignment but the fact that they do create it.
The third element of leadership is deployment. Leaders take their finite resources and determine how to use them to achieve their vision. These deployment decisions form the strategic direction.
Once leadership is translated into creating vision, building alignment, and effecting deployment, it becomes tangible and can indeed be developed.
What We Cannot Develop
Now let's look at the "no" part of the question.
The first part of "no" comes from DNA.our genes. We are all blessed with unique inherent capabilities that have both potential and limitations. We do not all have the capability to develop the scientific genius of Einstein. Or the artistic capabilities of Michelangelo. Or the psychomotor genius of Michael Jordan. We can certainly study, practice and improve our skills. But at some point we reach the limits of our potential.
This is true regarding leadership skills. While we can learn, practice and develop our leadership skills, we also have some inherent human limitations. Some of us are more intuitive in how we see the world. That makes vision development easier. Some of us are inherently extroverts. That makes communications and building alignment easier. Leadership, like all other skills, can only be developed to the limit of our potential.
The second part of the "no" is embedded in our character. By the time we reach maturity we have developed our personal values, ethics, and character traits. Some of these traits may have been genetically influenced. But a wealth of other inputs have also shaped our value systems. Families, culture, religion, schooling, and peers have all contributed to the value system that is now part of our personality. Our sense of right and wrong, of fairness and justice, of honesty and integrity is deeply rooted and unlikely to change.
The only circumstance that alters fundamental belief systems is a compelling life experience that we cannot deny and that fundamentally conflicts with our existing value system. This may cause us to re-shape our world view. A life threatening illness or the death of a parent, spouse or child can have this effect. Fundamental shifts can be triggered in many ways - a movie, a book, or a comment from a mentor.
Management Responsibilities
Managers can develop the leadership talent in their organizations in five ways. First, through selection. Select leaders based on all the variables described above, not just functional competence or experience. Second, give people the right job to do. Third, ensure that mentors and coaches are in place to provide personal and professional development as well as job performance. Fourth, provide formal development for all aspects of leadership that can be developed. Fifth, when someone is not in the right company, or not in the right job assignment, act quickly and decisively. Inaction that leads to failure is not good for anyone.
Leadership is the combination of character, competence, and performance. Select for character. Develop for competence. Set high standards and reward for performance. Put them together for a winning combination that leads to success.
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