8 Beliefs That Increase Your Leadership Potential

Nect Gas 130 miles

A follower, a manager, and a leader set out on a road trip together. After packing the car, they briefly discussed who will drive. Not wanting to be responsible for potentially getting them lost, the follower opts out and takes a spot in the back seat. Then, sensing the manager’s need to be in control, the leader hands over the keys and instead reviews the map from the shotgun position. It wasn’t very long into their adventure that everyone realized how they all were in the perfect place to best contribute. The leader was doing a fantastic job of monitoring congestion alerts, augmenting the route, and then providing clear directions to the manager. In turn, the manager who was a superb driver, safely obeyed the traffic laws while skillfully weaving through the crowded highway. Finally, capitalizing on his natural gift for DJing, the follower played a great medley of tunes from his iPhone’s extensive music collection that kept the group upbeat throughout. In fact, things were going so well that no one noticed that they were almost out of gas!

As their car slowly sputtered to the side of the road, the manager was livid as he had specifically asked the follower to fill the car with gas before they left and, the closest gas station was many miles away. The mood in the car now quickly turned sour as the manager angrily sought to hold the follower accountable for his mistake. The follower knew he had really screwed up. Sulking in his seat, he felt horrible. Evaluating what would best serve the group in this moment, the leader began to speak. “Gentleman, this is my fault. Prior to the trip I asked the follower to help me load the car. He likely didn’t have time to get gas because he was doing me a favor. What I thought would take only a few minutes ended up taking over an hour.” The follower immediately felt better, not necessarily because he was no longer on the hook, but because he felt connected to the leader who was both sticking up for him and exercising personal accountability. Even the manager, while still not particularly happy about the situation, felt his emotions subside and was now more concerned with solving the problem.

Everyone then quickly got back to what they did best. The follower worked the side of the road to try and flag down someone who might help, the manager inventoried their resources available in case they were stranded for an extended period of time, and the leader got on the phone with AAA to try and secure towing support. Each bringing his diverse talents to the situation, it wasn’t long before the group was back on the road and headed in the right direction again!

In my recent posts “8 Beliefs that Limit Your Leadership Potential Part 1 and Part 2”, we explored how our values, beliefs, and personal stories shape what possibilities are available to us and, thus, are responsible for driving our behavior.

This then raises an important question, if there are certain beliefs that hold us back as leaders, are there certain beliefs that might enable us to better fulfill our leadership potential?

After 20+ years of studying leadership and observing some truly amazing leaders in action, I think there are certain beliefs that set the best leaders apart. These are ways of looking at the world that open up possibilities, ensure priorities are maintained, and invite greatness. As you read through these first four beliefs, evaluate how they might have showed up in the story metaphorically and, if they are congruent with your own system of beliefs. If you assess these beliefs as your own, to what extent are they fully embodied? Check in with your daily actions as a leader…would others agree that your behavior is congruent with the following:

1. Everyone comes to this world with unique gifts to offer – If you’re a results-focused leader like I am, this may seem a little soft and sentimental. Yet, the reality is that each of us is needed, has value, and has a deep seated desire to contribute. When we hold this belief, we no longer use people like human “resources” to be managed as we delegate work tasks. Instead, we seek to understand each person’s gifts and how they can best be leveraged. A leader who truly embodies this belief at a core level will also look beyond an individual’s surface level attributes. They become curious as to what gifts remain untapped, and wonder how this individual might contribute in ways that they haven’t considered yet? The best leaders help us to see potential in ourselves that we never knew existed.

2. There is strength in diversity – People often fear what they do not understand. Thus, when it comes to hiring people in organizations and building work groups, people often surround themselves with those who are much like themselves. Doing so makes us feel more in control — enabling a sense of comfort and a greater semblance of predictability. Yet, the best leaders lean into the discomfort of surrounding themselves with a diverse team. They know that homogeneity leads to group think and, hence, they value the varied perspectives that diversity offers. They also value independent thinking and, thus, create cultures where dissent is both encouraged and appreciated. Great leaders know they will rise or fall depending on the quality of the team they lead. The saying often goes that A’s hire A’s while B’s hire C’s. Perhaps more appropriately, A’s hire diverse A’s while B’s hire similar C’s.

3. Nobody shows up to work to suck – When individuals are not meeting organizational standards, the first thing most managers are likely to do is judge them as non-performers and document their failures. Essentially, they are protecting themselves and externalizing blame for their non-performance. In fact, many managerial experts will tell you that the faster you rid yourself of non-performers, the more effective the organization will be. While there may be some truth to this, I believe the best leaders see things differently. First, they get curious as to what their part is in the non-performance behavior and recognize that, as an accountable leader, they likely had something to do with it. Leaders don’t ask “why is this person failing,” but rather “where have I failed this person?” Their curiosity emerges from the belief that nobody shows up to work with intentions of sucking at their job. Something else is likely going on. Perhaps they are going through a difficult personal challenge at home, or maybe they are simply in the wrong position for their natural skill-sets. Whatever the situation, non-performers are almost always doing the very best they can given their circumstances. A true leader will then find a way to make them successful again. I have seen it time and time again…the best leaders never leave anyone behind.

4. A leader’s primary responsibility is to serve followers – While the responsibilities of holding authority are stressful and can take their toll on a manager, an elevated position within an organizational hierarchy is certainly not without its perks. There is the increased status, access to information, and the powerful feeling of being more in control of one’s destiny. Sometimes it’s easy to forget that when riding the lofty winds of authority, it’s the fans of loyal followers who are keeping you in flight! That’s why this particular belief is supremely important in reaching your potential. Leaders know that if they are to be successful, their followers must be successful first. Thus, the best leaders rarely think in terms of their own personal needs or agenda, but rather work tirelessly to uncover and meet the needs of their followers. The irony being that when you serve your followers well, they will bend over backwards to make you successful! Not because you are their manager with great authority, but because they respect your outstanding leadership in helping them to become their best.

Hopefully, these first four beliefs personally resonate with you and your leadership experiences. If so, you are likely already fulfilling much of your leadership potential. If not, remember that our beliefs, values, and personal stories are not fixed, we can change them. While not a simple undertaking, it’s always a worthwhile endeavor to strive for greater leadership capacity. The world needs your leadership. Choose to reach your full potential.

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8 Beliefs That Limit Your Leadership Potential

Frosted-Mug-and-Beer-PitcherA follower, a manager, and a leader walk into a bar. They are all thirsty for a beer but the place is very crowded and it may be a while before they are served. Sure enough, many minutes pass and no one helps them. Feeling annoyed but unsure of what he can do, the follower continues to sit patiently for the waiter to arrive. Unhappy with waiting for the inefficient waiter to come by his table, the manager secures a menu from the hostess, analyzes the beer options, assesses the cost of an import vs. domestic beer, and finally signals his urgent readiness to order to the waiter across the room. Recognizing that there are three very thirsty people in her presence, the leader walks across the room to the bartender, communicates her need while extending a healthy tip, and returns to the table with three cold mugs and a frothy pitcher of delicious beer. Her absolutely delighted compatriots rejoice!

Stereotypes aside, why would each individual take a very different course of action when they all wanted the same result? The answer lies in what possibilities we allow ourselves, and our realm of possibilities are a direct function of our belief systems. More succinctly put — our values, beliefs, and personal stories drive our behavior. The follower’s personal story was one of limited possibilities. There were social norms that he was supposed to follow, and wanting to be a good follower, he did what he thought he was supposed to do. The manager’s personal story is one of control. Valuing efficiency and optimization he took action that would expedite the ordering process. The leader’s personal story is one of service. Ignoring social norms and irrational restraints, the leader assessed the needs of the group, adapted to the environment, and made things happen through purposeful action. Why was the leader most effective? Because she was not confined by a story that limited her potential.

In my executive coaching work, I have come across several common beliefs that consistently show up and can limit a leader’s potential. Note that these stories do not discriminate, and even the most successful leaders can sometimes fall victim to them periodically. My hope is that by sharing these with you, it may bring awareness to your own personal stories and how they impact your leadership potential. As you read these first four, check-in with yourself….what is it that you believe?

1. Leaders are supposed to have the answers – Are we not? We get promoted to positions of authority primarily based on our experience and competence. Followers value our ability to clearly articulate vision and direction. Thus, we are supposed to be the smartest person in the room. If you don’t know, then you can’t possibly be leading effectively. False! Not knowing is a prerequisite for curiosity, which enables both a sense of humility and our ability to innovate. Leaders who value curiosity over knowledge tend to facilitate the exchange of diverse perspectives and foster healthy debate within teams. Yet, leaders who can thrive in such ambiguity are a rare breed. For more on how you can overcome this common belief and instead turn uncertainty into opportunity, I recommend Steven D’Souza and Diana Renner’s book “Not Knowing.”

2. Good leaders never show signs of weakness – Of course they don’t! As soon as you show weakness, the wolves will attack your soft underbelly. Great leaders project strength and have the will to overcome adversity. Well, this is only part of the story! Great leaders also know how to demonstrate vulnerability to increase their approachability and authenticity with followers. In doing so, they connect with followers in a truly meaningful way and inspire far more engagement than the stoic warrior-leader ever could. Once more, leaders must know how to ask for help. No leader can succeed alone and if you believe that asking for help is a sign of weakness, you have already significantly limited your potential.

3. My team can’t operate without me – This one is certainly the truth right? The place falls apart when you go on vacation. Plus, we all know that things just won’t get done right unless you are personally involved. Untrue! If anything, this is the manager’s story not a leader’s story. Leaders seek to relinquish control and recognize that the true mark of leadership is when they can walk away from a situation and trust that things will be executed in their absence. Why? Because leaders create more leaders. In the U.S. military, leaders are required to train multiple people to do their job should they be lost in battle. It is a culture that inspires constant coaching and mentoring. Your leadership ability then becomes more about the quality of your team than your personal skill. I wish I saw more of this in our modern corporate environments. Instead, I often come across leaders who believe that training the team too well makes them expendable. Do you need to be the hero? Or do you relish in creating heroes? Leaders value the latter.

4. It’s my job as a leader to enforce the rules – This is a no brainer. Rules exist for a reason and leaders have a responsibility to ensure that team members work within the social contracts we agree upon. If they don’t, the result is chaos and disorder. No organization can survive in such conditions. Not exactly! A leader must manage two operating systems: one that limits risk and one that encourages experimentation and change. Leaders fully own their responsibility to provide stability and act ethically. Yet, they also push boundaries and realize that sometimes rules exist to stifle innovation, preserve the status quo, and bring outliers right back to average. The mindset of a leader should always be one that abhors mediocrity. What’s more important to you, meeting other’s expectations or redefining the expectations altogether?

If any of these stories resonate with you personally, it may be time to release a belief or work towards changing a value which is no longer serving you as a leader. In part two of this article, I’ll examine four more beliefs that can limit your potential as a leader, including the most pervasive belief that holds leaders back. Stay tuned!

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