Learning to Lead - three articles

Why The Best Leaders Are Sometimes Invisible

There is a pervasive stereotype that “leaders” are the ones in the limelight, the ones on stage, the extroverts with big personalities who’s faces are on the front page. Like many stereotypes, I think this one is often unfair.

Some of the best leaders I know don’t demand up-front attention, but their leadership is powerful because of the fruit it brings.

Their teams, or organizations or the individuals who come in contact with them are grown and propelled forward by the vision they have, and by their strength, even if their vision and strength are quiet and unassuming. Keep reading

MIS-LEADERSHIP: Self Protecting Leaders Kill Teams and the Spirit of Your People

I am one of those people who “believes the best” about other people.

In my career as a junior guy working his way up and as a CEO I have met all sorts of leaders in the marketplace and, now, in the church world. I have noticed over the years that both leaders and managers in Christian settings (like churches or ministries) are engaged with much less cynicism by their junior people at the beginning of a relationship because there is this perception that a common set of spiritual rules are shared and believed. This makes employees in those settings feel more secure, more loyal, and more trusting of their leader,his promises, and the possibilities of moving personally forward and developing. “We” are in this great cause together and, after all, “Do to others what you would have them do to you” is in red letters, we work from the same playbook, and this is “God’s work” that we are advancing together. It’s all smiles, honeymoons, and hope. Woo-hoo! Keep reading

Six Principles for Developing Humility as a Leader

Whether we’re looking at business or politics, sports or entertainment, it’s clear we live in an era of self-celebration. Fame is equated with success, and being self-referential has become the norm. As a result we are encouraged to pump ourselves full of alarming self-confidence. Bluster and the alpha instinct, contends Tomas Chamorro-Premuzic, professor of business psychology, often get mistaken for ability and effectiveness (at least for a while). It may well be why so many (incompetent) men rise ahead of women to leadership positions, as Chamorro-Premuzic argued in a recent HBR post.

Yes, we have scores of books, articles, and studies that warn us of the perils of hubris. The word comes from the Greek and means extreme pride and arrogance, generally indicating a loss of connection to reality brought about when those in power vastly overestimate their capabilities. And yes, many of us have also seen evidence that its opposite, humility, inspires loyalty, helps to build and sustain cohesive, productive team work, and decreases staff turnover. Jim Collins had a lot to say about CEOs he saw demonstrating modesty and leading quietly, not charismatically, in his 2001 bestseller Good to Great.

Yet the attribute of humility seems to be neglected in leadership development programs. And to the extent it is considered by managers rising through the ranks, it is often misunderstood. How can we change this? Keep reading