by Thom S. Rainer
The literature on leadership can be
discouraging. After reading multiple case studies, theories, and biographies,
one can be left with the impression that good leadership is next to impossible.
It is limited to those who have the attributes of Superman without the aversion
to kryptonite.
I recently compiled a list of good
leaders (a few I would characterize as great leaders) who, by most definitions,
are common, ordinary people. They were at the middle of their classes in
grades. They really did not and do not have charismatic personalities. They had
no family or demographic advantages. And none of them, to my knowledge, were
outstanding in extracurricular activities.
But now they are doing very well.
It’s as if a switch turned on at some point in their lives. They decided that
they would no longer be addicted to mediocrity. Instead, they decided they
would make a difference. Yet they had few of the innate gifts associated with
good or great leaders.
So I wrote down a list of more than
twenty characteristics of these men and women. And, somewhat to my surprise, I
noted that all of them had ten characteristics in common. Though statisticians
would argue that I found correlative factors, I really believe that most, if
not all of these characteristics, are causative.
How then do many common people
become good or great leaders? Here are the ten characteristics.
1. They determined that their
integrity would be uncompromised.
They did not cut corners or cheat. Though others around them were smarter, more
forceful, and more creative, they never compromised in their work and lives.
They saw their integrity and reputation to be priceless gifts that could not be
forfeited.
2. They worked hard. Often when others around them played or wasted time, these
leaders continued to work. If they had an employer, they felt like they were
stealing from the company unless they gave their best efforts. If they were
self-employed, they knew that other companies would eat them alive if they did
not work hard.
3. They took responsibility for
themselves. You will never hear these leaders
blaming their employers. You will not hear them complaining because someone
else in the organization was recognized or received a promotion. Stated simply,
they did not blame others or circumstances. They believed that they lived in a
great nation where they had multiple advntages to get ahead.
4. They were
decisive. They learned that slow
decision-making was poor leadership. They knew that analysis paralysis could
kill an effort. Instead of living in fear of making the wrong decisions, they
moved forward just as soon as they had sufficient information, not complete
information. They saw smart people failing to make prompt decisions because
they were enamored with more and more information and data.
5. They read a lot. While many
of their peers spent dozens of hours each week watching meaningless television,
these good leaders were reading books, articles, and anything they could to
make them a better person and a better leader. Like the impoverished Abraham
Lincoln reading books by dim candlelight, these ordinary men and women became
extraordinary through their constant and continued learning, regardless of the
sacrifice.
6. They have genuine humility. These
leaders have learned humility the hard way. Growing up, they were well behind
their peers academically. Most did not excel at sports or other extracurricular
activities. None of them were nominated as “most likely to succeed.” In their
early days in the workforce, they found themselves surrounded by more talented
and smarter workers. They didn’t have to work at humility; it was thrust upon
them.
7. They seek mentors. Their
desire to improve, along with their humility, led them to seek mentors. Most of
these mentoring relationships were informal, but they still were intentionally
sought. These leaders were unashamed to admit they needed help from an outside
perspective, or advice from someone who might be smarter.
8. They avoid ruts. These
leaders would be the first to volunteer for an assignment in a new area. They
intentionally avoided getting too comfortable in one area. As they broadened
their horizons, they became more effective leaders.
9. They have a sense of humor. These
overachieving leaders always take their work seriously, but they don’t take
themselves too seriously. Their humor helps them to avoid stressing out when
everything does not go their way. They are thus able to handle difficult
situations with calm and poise. Others follow their example, and thus give
credence to this happy and placid leadership style.
10. They
are goal setters. At some point, I would love to see a major
leadership study done on goal setting. It seems to be directly correlated to
strong leadership. These “common” men and women were no different. To the
person, you could ask them what their goals have been in life, and what they
are now, and receive a quick and cogent answer. They would readily admit they
didn’t always achieve their goals. But that was not deemed as failure. The common
leaders simply reset their lives with a new set of goals.
Keep in mind that I am looking at
common men and women who became good, and even great, leaders. I am not talking
about the smartest, the best educated, or the most articulate. These are common
men and women who are now extraordinary leaders.
There are countless men and women
who are wonderful leaders. Among them are a large number who are not the
smartest, not the most educated, not the most articulate, and not the most
charismatic. That reality should give many of us great hope. We can be good
leaders anyway.
From here
and here