Posted on Oct 7, 2015
Do you agree (3) Things Leadership Is NOT?
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Do you agree (3) Things Leadership Is NOT?
Leadership Is NOT a Position
Leadership Is NOT Power
Leadership Is NOT Pride
RP Members and Connections this is one of those lost Questions that was lost and It has been a while since I've posted something on Leadership, so here we go.
RP members do you agree or disagree with this author's assessment on the (3) things that leadership is NOT?
SEE ENTIRE ARTICLE BELOW
by Dianna Booher Author, speaker, consultant. Leadership communication, executive presence, presentations, CEO at http://www.BooherResearch.com
Leadership—or the lack of it—has been the theme of the last decade. From political pundits, to convention keynoters, to sports team coaches, everybody claims to want a cadre of leaders to carry out their mission.
So for all the talk, training techniques, and tips on the topic, you’d think everyone would have the concept down by now. But not so. A few carrying the title of leader are still off track.
Leadership Is NOT a Position
Real leadership requires personal influence—persuasion afforded by a long track record of strong relationships built by trust. That reserve of trust may have been built by any number of things:
Direct, clear communication without intention to deceive
Consistency ̶̶ ̶̶ actions that match your words
Transparency and openness
Explanations about goals and decisions
A private life that matches the public life
Competence
Concern and compassion for others
An upbeat, positive attitude about the future
When others observe these attitudes in a leader, the personal influence compels them to listen with an open mind—and often to accept the leader’s ideas and opinions as their own.
When the personal influence is missing, a positional title often demands little more than a “hearing”—often met with open skepticism.
Leadership Is NOT Power
Positional power comes from a title—to hire, fire, write a traffic ticket, dismiss from a sports team. But members in all levels of our society have such power. The cashier has “power” to stop buyers before they walk out of store without paying for an item. The librarian has “power” to charge for an overdue book. The night security guard in the building lobby has power to turn visitors away if they don’t have a proper ID to enter the building.
But people in these positions would not necessarily be showing leadership to stop the thief, fine the book borrower, or turn away the building visitor.
Leadership comes from a higher order of power—one not simply granted by the position or title someone holds.
Leadership has to be earned. Your followers grant it. To know if you are a leader, look behind you to see if there are followers.
Leadership Is NOT Pride
Whenever I go to a conference, I’m not surprised to see the most successful attendees in the group taking the most notes. They never stop learning, growing, reflecting, tweaking to make themselves and their businesses better. The less successful often lean back as if they know it all already.
The greatest leaders demonstrate deep humility. Not a false humility, but a genuine humility. Because of their wisdom, they know the vast potential for human growth, and the standards for themselves and their own achievements remain extremely high.
The humble leader listens—to new ideas, to feedback, to those lower “on the food chain” with a different perspective. The humble leader understands that their greatest accomplishment often comes as a result from intake, not outgo.
Effective leaders communicate a lot about position, power, and pride—without ever saying a word.
Dianna Booher is the bestselling author of more than 46 books, published in 26 languages. She consults, writes, and speaks on leadership communication, executive presence, productivity, and faith. Her latest books include What MORE Can I Say: Why Communication Fails and What to Do About It, Creating Personal Presence: Look, Talk, Think, and Act Like a Leader and Communicate With Confidence. National media such as Good Morning America, USA Today, the Wall Street Journal, Investor’s Business Daily, Bloomberg, Forbes.com, CNN International, NPR, Success, and Entrepreneur have interviewed her for opinions on critical workplace communication issues. http://www.booherresearch.com
Leadership Is NOT a Position
Leadership Is NOT Power
Leadership Is NOT Pride
RP Members and Connections this is one of those lost Questions that was lost and It has been a while since I've posted something on Leadership, so here we go.
RP members do you agree or disagree with this author's assessment on the (3) things that leadership is NOT?
SEE ENTIRE ARTICLE BELOW
by Dianna Booher Author, speaker, consultant. Leadership communication, executive presence, presentations, CEO at http://www.BooherResearch.com
Leadership—or the lack of it—has been the theme of the last decade. From political pundits, to convention keynoters, to sports team coaches, everybody claims to want a cadre of leaders to carry out their mission.
So for all the talk, training techniques, and tips on the topic, you’d think everyone would have the concept down by now. But not so. A few carrying the title of leader are still off track.
Leadership Is NOT a Position
Real leadership requires personal influence—persuasion afforded by a long track record of strong relationships built by trust. That reserve of trust may have been built by any number of things:
Direct, clear communication without intention to deceive
Consistency ̶̶ ̶̶ actions that match your words
Transparency and openness
Explanations about goals and decisions
A private life that matches the public life
Competence
Concern and compassion for others
An upbeat, positive attitude about the future
When others observe these attitudes in a leader, the personal influence compels them to listen with an open mind—and often to accept the leader’s ideas and opinions as their own.
When the personal influence is missing, a positional title often demands little more than a “hearing”—often met with open skepticism.
Leadership Is NOT Power
Positional power comes from a title—to hire, fire, write a traffic ticket, dismiss from a sports team. But members in all levels of our society have such power. The cashier has “power” to stop buyers before they walk out of store without paying for an item. The librarian has “power” to charge for an overdue book. The night security guard in the building lobby has power to turn visitors away if they don’t have a proper ID to enter the building.
But people in these positions would not necessarily be showing leadership to stop the thief, fine the book borrower, or turn away the building visitor.
Leadership comes from a higher order of power—one not simply granted by the position or title someone holds.
Leadership has to be earned. Your followers grant it. To know if you are a leader, look behind you to see if there are followers.
Leadership Is NOT Pride
Whenever I go to a conference, I’m not surprised to see the most successful attendees in the group taking the most notes. They never stop learning, growing, reflecting, tweaking to make themselves and their businesses better. The less successful often lean back as if they know it all already.
The greatest leaders demonstrate deep humility. Not a false humility, but a genuine humility. Because of their wisdom, they know the vast potential for human growth, and the standards for themselves and their own achievements remain extremely high.
The humble leader listens—to new ideas, to feedback, to those lower “on the food chain” with a different perspective. The humble leader understands that their greatest accomplishment often comes as a result from intake, not outgo.
Effective leaders communicate a lot about position, power, and pride—without ever saying a word.
Dianna Booher is the bestselling author of more than 46 books, published in 26 languages. She consults, writes, and speaks on leadership communication, executive presence, productivity, and faith. Her latest books include What MORE Can I Say: Why Communication Fails and What to Do About It, Creating Personal Presence: Look, Talk, Think, and Act Like a Leader and Communicate With Confidence. National media such as Good Morning America, USA Today, the Wall Street Journal, Investor’s Business Daily, Bloomberg, Forbes.com, CNN International, NPR, Success, and Entrepreneur have interviewed her for opinions on critical workplace communication issues. http://www.booherresearch.com
Leader
Leadership
Leadership Development
Professional Development
Pride
Edited 8 y ago
Posted 10 y ago
Responses: 70
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Resources for Visionary Leadership:
http://smallbusiness.chron.com/characteristics-visionary-leadership-31332.html
Center for Visionary Leadership (http://www.visionarylead.org)
http://smallbusiness.chron.com/characteristics-visionary-leadership-31332.html
Center for Visionary Leadership (http://www.visionarylead.org)
Characteristics of Visionary Leadership
You can become a visionary leader who inspires others by learning what makes a visionary leader different and then practice the tips on how to become one.
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1. Leadership is always a position , however the position does not make a leader , a leader makes the position
2 . Leadership is power ,however power does not make a Leader.
3. Pride of Leadership does not make a Worthy Leader . One who leads with Pride can become a legend
2 . Leadership is power ,however power does not make a Leader.
3. Pride of Leadership does not make a Worthy Leader . One who leads with Pride can become a legend
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I am no expert on "leadership", but in my simple little mind a "leader" or "leadership" cannot be defined without looking at the organizational philosophy: in order to "grow" leaders and endorse leadership (rather than "management") the entity has to not only support but must promote a team and teamwork ethic. I am realistic enough to recognize that this ethic - the value of teamwork - arguably has a ceiling. Upper eschelons may not benefit from "teamwork"...
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I have always said leadership was different from 'being in charge' anyone can be in charge for a while. But a leader will cause those around him to work harder, and perform better without being obnoxious about it.
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Leadership comes with knowing the task at hand so thuroughly and in depth that you do not need to question yourself on every occasion when conducting a new mission or new troops. Those that are leaders will have followers volunteer to be in that group and perform by example. They in turn will train themselves to replicate making for the strongest bond of leadership achieved and continue to duplicate their efforts.
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It is Not taking credit for other people's accomplishments.
It is Not blaming others when things go wrong.
It is Not abusing or misusing the people you are responsible for.
It is Not blaming others when things go wrong.
It is Not abusing or misusing the people you are responsible for.
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I can't very well disagree, given that: Leadership also is not "three chickens eating an apple." Definition by exclusion just isn't particularly useful. Beyond that however I absolutely take issue with some of the underlying reasoning provided above.
If we accept that the definition of leadership provided by the army is sufficient - on the grounds that it has served us adequately under the most extreme circumstances for two and a half centuries I certainly think we should - then we should probably all object to the definition that:
"Real leadership requires personal influence - persuasion afforded by a long track record of strong relationships built by trust..."
Since Military leadership should never rely on "persuasion" and certainly isn't always backed by a "long track record" with every individual that might be influenced. Similarly some of the things mentioned as "building a reserve of trust" are out of line with how military leaders ought to behave. For example, if a subordinate knows whether or not a leader's "private life matches [their] public one" there's probably a problem.
Overall I think that there are a range of forms that leadership can take. Those forms are not equal, the kind, compassionate "influence" of a civilian leader works well enough in a professional environment absent immediate risks. It works less well however, even in a civilian setting, when risks and consequences become more immediate, such as running a crew of flaggers alongside a highway.
The military leadership style functions in the most extreme circumstances, "well enough," but if it's allowed to then it tends to scale "down" to less extreme circumstances much better than other forms scale "up."
If we accept that the definition of leadership provided by the army is sufficient - on the grounds that it has served us adequately under the most extreme circumstances for two and a half centuries I certainly think we should - then we should probably all object to the definition that:
"Real leadership requires personal influence - persuasion afforded by a long track record of strong relationships built by trust..."
Since Military leadership should never rely on "persuasion" and certainly isn't always backed by a "long track record" with every individual that might be influenced. Similarly some of the things mentioned as "building a reserve of trust" are out of line with how military leaders ought to behave. For example, if a subordinate knows whether or not a leader's "private life matches [their] public one" there's probably a problem.
Overall I think that there are a range of forms that leadership can take. Those forms are not equal, the kind, compassionate "influence" of a civilian leader works well enough in a professional environment absent immediate risks. It works less well however, even in a civilian setting, when risks and consequences become more immediate, such as running a crew of flaggers alongside a highway.
The military leadership style functions in the most extreme circumstances, "well enough," but if it's allowed to then it tends to scale "down" to less extreme circumstances much better than other forms scale "up."
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I agree with what is not. Over the years, I formed my “Three Requirements of Leadership” to state what Leadership is. Here are my 3 requirements:
1. Paint the Vision - paint a picture of where you want to go in a way that makes people want to follow.
2. Provide Required Resources - Great leaders can accomplish difficult goals with minimal resources because they ring every last drop.
3. Clear the Path - Ideally leaders will help clear the path of obstacles; at a minimum, they cannot throw obstacles in the path.
These were formed as a civilian corporate environment and may not apply equally to military requirements.
1. Paint the Vision - paint a picture of where you want to go in a way that makes people want to follow.
2. Provide Required Resources - Great leaders can accomplish difficult goals with minimal resources because they ring every last drop.
3. Clear the Path - Ideally leaders will help clear the path of obstacles; at a minimum, they cannot throw obstacles in the path.
These were formed as a civilian corporate environment and may not apply equally to military requirements.
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