Every Good G S ift
ells
Entrepreneur
How to become a leader who inspires the best in others
By Christian Muntean — President, Vantage Consulting | www.biblicalleadership.com |Image courtesy: People sometimes talk about whether leaders are born or made. That’s a little like asking if athletes are born or made. It’s absolutely true that some athletes seem to have unique kinesthetic talents. Or their bodies process oxygen or lactic acid more efficiently.
them grow? Do those people become more able, confident, and independent than they were before? Do they accomplish positive results that “stick?” These are all signs of servant leadership.
3. Vision:Leaders lead to what they see. They can’t lead if they have nowhere to go. Whether this vision is generated by the leader or the leader pulls it out of But athletes still need to show up and do the work. The most naturally gifted those they lead, leaders have vision. athletes in the world will never be competitive (or even in shape) if they don’t try. They clarify it. They communicate it. They catalyze action around it. Anyone claiming to be a leader, but who doesn’t have vision, only fills the seat of leadSimilarly, leaders—at least the ones that people are willing to follow—are made. ership. Or, perhaps more specifically, self-made.The ability to lead people wellover time comes from choices that only the leader can make. Why it matters Three core attributes of leaders others want to follow Leaders, effective leaders, come in all kinds of shapes and sizes. Some are gregarious. Others reserved. They might lean in different ways: big-picture strategic thinkers, active doers, people people, or diligent executors and operational wizards. All can be effective. In fact, all three will be effective at the executive level if they get these three things right: 1. They embrace leadership:Too many people in leadership roles don’t lead. Leadership, frankly, is tiring and takes a lot of work. Being a “boss” or autocrat isn’t leadership. Engaging the will of people in a common direction is.
It can be easy for leaders, especially executives, to get sucked into the weeds of their job. Often they drift towards a part of the job that they enjoy the most or are the most skilled at. It’s easy for executives to end up being glorified business developers or HR managers or operations directors or financial directors. All of which can be valuable roles. As a test, think of a healthy, vibrant organization that has a track record of sustainably growing. Here’s what you will see:
The leaders of those organizations are actively doing the work of leadership. They’ve embraced it. They lean towards serving vs. seeking to be served. Many people view the role of “leader” as the next rung in the ladder—a reward They exude vision. or a position earned. They don’t always see leadership as something that only These aren’t just platitudes. Or “nice-to-haves.” exists through action and in relationships. If you aren’t sure—flip it. Can you think of a healthy, vibrant organization with The best leaders actively inspire a compelling vision among their team. They are a track record of sustainable growth led by a leader who: cultural architects and role models. They engage their people. They accept that the path to excellence is often on the other side of discomfort. Is inactive, absent, or lost in the weeds? Insists on being the “the boss” or maximizing their perks? They work at leading. Has no vision, no sense of direction, and communicates no purpose? You can’t, can you? How are you doing? 2. Servant leaders:People who end up in senior roles are often motivated, ambitious, and drivers. They get things done. The question is for whom? To what degree do you believe you: The best leaders are primarily motivated to serve others. They focus on deliv- Embrace leadership as a responsibility and role? ering value to others. Or helping their team or organization reach their highest Provide servant-hearted leadership? level. This focus on serving others translates into the attitudes and behaviors Have and communicate a clear and compelling vision on a regular basis? that generate sustained success. It’s easy for a leader’s motivation to shift towards self-centeredness. A focus on their own vision, legacy, goals, advancement, etc. When this happens, a leader’s attitudes and behaviors shift from being generative to parasitic. It’s not either/or. Leaders are all on a scale, some leaning more one way than another. The difference shows up most obviously in results. Do the people around
TT 148 | April 12th - April 18th | 2022
