One Way to Grow a Leader

It sounds odd but one of the best methods a leader has for growing future leaders is to not lead. Well at least not lead the way most people think of leading which is to be out front showing the way. 

 

What I really mean is to lead from the rear. Push your future leaders out front and see what they can do. 

 

If your goal as a leader is to grow more leaders (that should most certainly be one of your goals as a leader) then you must first understand that leadership can’t really be taught, it must be experienced. You can tell your followers what leadership characteristics are important, you can talk about making good decisions and the sacrifices that Authentic Leaders make but you can’t build a leader with words alone. 

 

So from time to time you must allow your future leaders to lead today. Right now, ready or not here they come! They may make mistakes along the way but you’ll be there to help them fix it. Notice, and this is key, I didn’t say you’ll be there to fix it for them, I said you’ll be there to help them fix it. 

 

Sometimes you may even see the mistake coming but you’ll let it happen anyway, just so your future leader can learn from it. I wouldn’t suggest sitting back and watching a serious mistake just happen but if the mistake involves only minor consequences then use it as a teaching opportunity. 

 

Your future leaders are far more likely to learn from a mistake they had to fix than they are to learn from a mistake you didn’t let happen. 

 

Not allowing your future leaders to take the helm from time to time is like planting grass seed with no intention of ever watering it. It may always have potential but everyone knows it will never be a yard the kids can play in.


Sometimes, maybe even often, the best thing a leader can do to grow future leaders is to simply get the heck out of their way. Give ‘em a push and stand back, lead from the rear and watch your leaders of tomorrow grow.

 

The Challenge of Frustration

Recently I had the opportunity to discuss leadership with a group of mid-level managers. At the end of my presentation I was approached by a significant number of the attendees who all had the same question.

 

The questions, while asked differently all had the same theme: what do I do when my “leader” isn’t a real leader at all?

 

The answer to that question is simple and complicated all at once. I’m assuming (I know that’s dangerous) that the people asking the question are truly leaders. That means they care about the people they lead, they understand that their own success is completely dependent upon the success of the people they lead and that they get as much pleasure from their people’s success as they do their own. 

 

If that is the case then the answer to the question is this: Lead Up.

 

Lead your leader the same way you lead your followers. Realize that your leader is a person too, realize that they, like every other human being on the planet, have their faults and limitations. 

 

The most Authentic Leaders lead in every direction, down, across and up. That means that instead of criticizing the person above you, which accomplishes nothing, you should be trying to help them overcome their faults and limitations. You can coach them the same way you coach others, you can demonstrate that you care about them the same way you demonstrate that you care about others. You can invest yourself in their success as if their success was your own…because for an Authentic Leader it is.

 

But…and this is what makes it complicated, before you can do any of that you must earn the right to lead up. 

 

Earning the right to lead up requires that you lead yourself exceptionally well. You must have the trust of the person above you to lead up. You earn that trust by being completely transparent with your leader. You don’t say one thing to them and then something else to your followers. You do what you say you will do 100% of the time. You display the same integrity upwards as you do across and down. (just an aside here, you either have integrity all the time or you don’t have integrity any time)

 

You must lead yourself in such a way that the person above you does not feel as if you require much help from them. You control your own attitude and keep it positive as much as humanly possible. You choose your words well and seldom just spout off the first thing that comes to mind. 

 

And then there’s this…you let them devour your ego food!

 

You allow them to sometimes, often, or even frequently take your success as their own. (I told you this was complicated) You take on assignments that your leader may receive credit for doing, you do more than you are required to do knowing full well that “others” may never know it was you who accomplished so much. 

 

I know from personal experience how truly challenging and frustrating that can be but here’s a question for you: are you leading to lead or are you leading for some type of personal glory?

 

If you’re leading to lead that means you lead because you want to make a difference; your motives are not selfish they are selfless. That’s a huge difference that allows you to feed your own ego even after giving much of your ego food to someone else. 

 

YOU know what you did and if you’re truly leading to lead, if you’re truly leading for the benefit of others and not yourself, then that is enough. More than enough actually. 


Leadership comes from many levels within an organization, it also goes in many directions. If you’re experiencing the frustration that comes with following a leader who doesn’t lead then do what real leaders do, stop complaining and start leading…today.


Are you in Control? Really?

So, you’re the boss! You’re the one in charge! You’re in Control!  The buck always stops with you! Well…not exactly.

     

When you’re at or near the top of your organization you have lots of influence, but you don’t control all that much. You don’t control your peoples’ attitudes. You can help them motivate themselves but if they don’t want to be motivated then their motivation is beyond your control. You can’t control what they think. You might be able to prevent them from saying something but you cannot prevent them from thinking it.

     

Somewhere along the way to achieving your leadership position someone might have told you that leadership, or being “the boss” is about being in charge and being in control. Nothing could be further from the truth. The fact is that you can’t make much of anything happen by yourself. In fact, all you can control with any certainty is your own behavior.

     

But there is some good news. Your position likely means that you have boatloads of influence. So, use your behavior, your personal example, to influence the behavior and performance of others. Your team will do what you do far sooner than they will do what you say.  You are the model for their successful behavior.

     

You might also want to keep in mind that your influence goes both ways. If you have a negative attitude then your team will also. If you are not motivated then your team won’t be motivated either. The best way to get more from your team is to give more of yourself.

     

Authentic Leaders do not expect more from their people than they expect from themselves. Authentic Leaders know that the best way to lead is to “show” rather than “tell”.  Authentic Leaders are intentional in their effort; they “show” on purpose and often on schedule. They “self-check” their attitudes and use goals as a way of keeping themselves motivated.

     

Authentic Leaders know that their success is completely dependent upon the success of their people. Authentic Leaders are diligent in making certain they do nothing to hold their people back. They do not think in terms of controlling their people, they think in terms of influencing them and influencing them in a positive way.


Remember, control is a manager’s tool, influence is the tool of true leaders. Lead Today!

The Difference Between Managing and Leading

My last post focused on the scourge of micromanaging. In it I noted that there was significant differences between managing and leading. I received a comment from a reader, Michaël Ben-Yosseph that was very kind and had nice things to say about the post. He also suggested that in my next post I discuss not just that there is a difference between managing and leading but exactly what those differences are. 

 

Well, this is my next post. So here we go! 

 

First I would say that the difference is as large as the difference between night and day. We manage stuff and we lead people. Perhaps the biggest single difference is that stuff, budgets, inventories, buildings, etc. don’t have feelings. That alone makes managing a whole lot easier than leading, at least to me.

 

People, at least the ones I know, most definitely have feelings. For many of those people those feelings are easily hurt. 

 

That’s why it’s vital for a leader to care about their people. You can care about people without leading them but you simply cannot lead them without caring for them. An attitude of genuine caring will shape every other interaction and communication you have with your people. So will a care less attitude. If you do not possess a genuine caring nature you will struggle as a leader. 

 

Managing is very much about today. It’s a one day at a time kinda thing. Leadership is of course about today but it’s also about tomorrow, the next day, the next week and the next years. That’s why leading requires vision and managing requires tenacity. 

 

Managing is a very specific business, it’s the art of steering the ship on a well-defined course. Managing requires facts, data, and objectives. Leadership is the art of turning the unlikely, and at times the impossible, into tangible, reachable, realistic objectives. Organizations seldom manage their way to success. Organizational success requires leadership. 

 

Managing is an inside job. Managers utilize their internal resources to make things happen and achieve the goals of the organization. Leaders understand the outside as well as the inside. This provides them with the insights required to see their entire business environment and anticipate needed changes as well as understand potential opportunities. 

 

Leaders influence while managers direct. It’s really not always that black and white but it’s almost always that black and white. While leaders focus on what will matter, and on why it will matter, managers tend to focus on how it will matter. 

 

Said another way, leaders decide what to do and managers decide how to do it. Unless of course the leader is also a micromanager and then all bets are off. 

 

Leaders are really the heart of an organization. They inspire, coach, vision cast, create and nurture the organizational culture. They keep the organization moving forward through communication and motivation. No organization succeeds without solid leadership. 

 

No offense to leaders but managers are more like the brains of the organization. They make the rules, set up policies, programs, etc. Managers are about business, not people. No offense to managers but they usually see people as just another tool or asset they can use to get the task completed. No organization succeeds without diligent management. 

 

Frequently the skill sets and the more important mindset of managers and leaders are so different that it’s challenging for one person to possess both. But “things” tend to work better when managers have a heart and a whole lot better when leaders have a brain.


It’s not that one person can’t be both a good manager and great leader, it’s just that it requires effort and dedication that sadly, too many managers and leaders appear unwilling to make. 


Dear President Trump

Dear President Trump,


First let me apologize for not writing sooner. It’s just one of those things where the best of intentions just doesn’t get it done. While important, this letter never seemed vital…until perhaps now. 

 

I was a big fan of your show The Apprentice. I didn’t always agree with your decisions on who should stay and who should go and the tasks could at times be a bit lame but the whole concept was like a Science Lab of what to do and what not to do when it comes to leadership. For that reason I found it fascinating.

 

I know it’s easy to say after the fact but I wasn’t the least bit surprised (well maybe a little) by your victory in November, winners win. That’s how it works in all walks of life, even in politics it appears. Clearly there are wide swaths of the American people who do not view you in a favorable light but however you’ve done it no one should continue to be surprised by your success. 

 

I really don’t know anyone, anywhere who wouldn’t describe the Presidency of The United States of America as the pinnacle of success. You sir have arrived! 

 

Which is why I, as a student of people and leadership, am so surprised to see you behave as if you’re an up and coming street fighter looking to get someone, anyone, to recognize their potential. You absolutely, positively, supercalifragilisticexpialidociously do not have to do that anymore.

 

There are clearly people in the media who would prefer to shape your message in such a way as to make you look deplorable. They are pretty good at it too, so good in fact that they certainly do not require your rather skilled assistance. 

 

Social Media in general, and Twitter in particular, was a very valuable tool for you during the election. It indeed allowed you to get your message “out there” in an unfiltered, direct, and unprecedented way. As effective as it can be in helping you stay connected as President to your fellow Americans it can also serve as a valuable weapon for your opponents to use against you. 

 

But they are shooting blanks unless you provide them with real ammunition, and that it seems is what you’ve been doing far too often. When you do that you descend from the pinnacle of success, from the highest office in the land, to the level of your opponents. You do not have to win a fight against the media, in fact you can’t win a fight because there is no fight, it’s over, you’ve already won.

 

The only way, the absolute only way you give credence to the things they say about you, true or not, is to respond to them. You may be hitting back “10 times harder” but half your blows are landing on you. I’ve thought long and hard about this and I just can’t think of a single benefit to you or the nation of you doing that. So don’t! 

 

You simply cannot build America up by tearing down your fellow Americans, it does not work that way. You lead all Americans Mr. President, whether they voted for you or not, whether they like you or not, and whether they want to be led by you or not and disparaging those you lead doesn’t work either. Never has, never will. 

 

Don’t stop tweeting Mr. President, just stop tweeting the trash talk. Tweet about your successes, tweet about your challenges, tweet about where and how the public can help you, just don’t tweet negative stuff about the people you lead. Even if it’s true there is no benefit to anyone in doing it.

 

As we Americans celebrate our freedom this week I urge you to think of all of our fellow Americans who have sacrificed their very life to protect the freedoms we enjoy. It is they who provide us with the continued right of free speech. You sir, as do all Americans, have the right to say pretty much whatever you want but I’d encourage you to consider this: having the right to do something doesn’t make it right to do. 

 

In my humble opinion Mr. President you can best honor those fallen heroes by honoring the office which you now hold. Honor it by being your best self. Honor it by being the role model of American values and ideals. Mr. President there is simply no way to make America great again by damaging the principles by which we have stood for all these years. 

 

Let your protagonists try to provoke you but do not be provoked. Rise above the fray, they cannot fight you if you don’t join the fight. Find the courage to no longer engage them in battle. 

 

Work everyday for every American, even those who today may hate you. Their hate is their problem not yours. The hater always loses more than the hated; do them a favor and be the President who is impossible to hate. 

 

You’ve got a long way to go to make that happen but if you’re up for it then it shouldn’t really be a problem for you. After all, you’re in the business of surprising people. 

 

It’s called leading Mr. President pure and simply. As President of the United States leading is not a part time job. Everything you say and do either adds to or subtracts from your ability to truly lead. That’s everything Mr. President, absolutely positively everything

 

Every American, even those who didn’t vote for you, even those who loathe you, need you to succeed. They may be so filled with hate that they can’t see that today but that doesn’t diminish the fact. The American people need you to lead. Everyday, all day.  

 

Thank you for taking the time to read my letter, I hope you’ll find some guidance in it that will help you as you continue to work for all of us. May God bless you Mr. President and may God bless America. 

 

Your fellow American, 

 

Steve Keating


Death by Indecisiveness

I’m not sure if there is anything more useless than a leader who cannot or more likely, will not, make a decision. 

 

I know that sounds harsh but I’ve really held that belief since I was a seventeen year old High School senior. As a Senior Officer in my Military High School I had the responsibility of overseeing the small bore rifle range for a Freshman military class. 

 

One day a student’s rifle misfired and the student turned toward me looking for instructions on what to do. (We had only explained the proper procedure 1000 times) As he turned toward me the barrel of his rifle also tuned toward me and I hesitated to give direction for a split second. That was long enough for the round in the chamber to go off striking me in the foot. 

 

I was fortunate on many levels. I was wearing boots which helped and the round was only a .22 caliber, plus the 14 year old Freshman had kept the barrel of his weapon pointed toward the ground. It was a relatively minor injury and at the time I was more upset about my boot than my foot. 

 

But I was also unfortunate. I was unfortunate (in hindsite also foutunate) in that the active duty military person on the range that day was Sergeant Major Stock. To say that he was mad would be the understatement of my entire four years of High School. 

 

Funny thing was, he wasn’t mad at the kid who shot me; he was furious with me. He was furious because he said my indecision, as brief as it was, could have gotten me killed. 

 

I stood there with blood oozing out of my boot while he screamed at me about the importance of making decisions. I distinctly remember him “explaining” that even a wrong decision was better than no decision. He said that in fact a “no decision” was a decision, it was a decision to not decide and that was a sure way to lose all control over a situation. 

 

He said that even when you make a wrong decision you retain control over changing it, improving it, or fixing it. He said doing something, deciding something, was always better than doing nothing or deciding nothing. ALWAYS! I think he actually said always like a dozen times, each time a little louder than the previous. 

 

Needless to say the whole thing made quite an impression on me and I’ve never forgotten the lesson I learned that day. It’s probably why I have so little patience for people who claim to be leaders and then show little ability or desire to make even small decisions.

 

Perhaps they believe they are playing it “safe” by not making a decision but in fact, they couldn’t be more wrong.

 

The inability to make a decision is as serious a flaw as a leader can have. It has killed as many careers as dishonesty, stupidity and lack of good judgment combined. 

 

I’m not suggesting that anyone make decisions on a whim. I’d highly recommend that a leader get as many facts regarding a particular situation as possible before making a decision. You may not have all the facts you would like to have but once you get all the facts that you’re going to get in a reasonable amount of time then you need to make a decision. DECIDE! It’s what leaders do. 

 

There are a lot of reasons that people in leadership positions hesitate when making decisions, the fear of making a bad decision, the fear of making someone mad or disappointing them and the fear that you just don’t know the right choice to make. I get all of that but none of those are valid reasons for delaying what needs to be done, they are merely excuses for avoiding a major responsibility of leading.

 

If you really don’t have the confidence or ability to make a decision then find a coach or mentor who can help you develop that critical skill. I know as a leader you will be required to make decisions that impact the lives of those you lead. I know that is not easy. Leading, truly leading, is not easy. 


But if you’re going to have the audacity to label yourself a leader then you have to make decisions. You simply must! Always, always, always……

The Importance of Leadership

If you’re an Authentic Leader then you know that leadership is about people. You understand that things are managed and people are led. 

 

Not all managers are also tasked with leading people but nearly all, or more likely absolutely all, leaders are also tasked with some management responsibility. 

 

And that’s a problem. 

 

It’s a problem because the management “stuff” almost always comes with deadlines. Quarter end, year-end inventory, budget preparation for the upcoming year, planning, bill paying, payroll, you name it, when it comes to managing it HAS to be done and it has to be done on time.

 

But leading seldom has deadlines. You’ll always have people and it is easy to let people wait. You can always recognize somebody later. “Someday” is the perfect time to coach or mentor a rising star in your organization. There’s always tomorrow in the world of leadership but I challenge you to find later, someday or tomorrow on your calendar. 

 

Virtually every leader I’ve ever asked has told me that their people are their greatest asset but follow them around for a week and you would be certain that statement was false. You’d be certain it was false because all the management stuff seems to be a priority while the leadership responsibilities and activities all seem to be optional.

 

The fact is the management stuff is urgent while the leadership behavior is merely important and in the fast-paced, competitive environment where most of us work urgent almost always trumps important.

 

But here’s the thing, the best, most effective leaders don’t let the urgent win. They literally schedule leadership activities in their calendar. They set aside time to interact with their people. They block out time on their calendars to get out from behind their desks and go into the workplace where their people are. They make it a point to provide frequent and meaningful recognition.

 

Authentic Leaders know that you can’t lead people without being involved and interacting with them. They understand that you can’t lead people you don’t care about and you can’t show you care about them until you know them.  


Be an Authentic Leader. Never let the urgent “things” overtake the absolute importance of truly leading the people who are ultimately responsible for your success and the success of your organization.