Self-Devpt. Nuggets™

This article is not for anyone hoping to quietly work for a regular salary, without making a fuss, till they leave. I’ve written it for people looking to make a noticeable impact, and be positively relevant – anywhere they work.

If that describes you, then you’ll hopefully also realize you need to demonstrate the capability to influence others to succeed. This write-up offers ideas you can use.

It Will Not Matter What Level You Start From

I once read that General Collin Powell (former Chairman, Joint Chiefs of Staff in the US government) started out as a floor mopper.

His is just one of many real life examples. It means you can get to any position you want in an organisation, no matter where you start from…IF you do what it takes.

Even if you are just a Graduate Management Trainee, you already have within you, the capacity to occupy the highest position available. Just be prepared to do the work.

Understand That a Manager Will Not Necessarily Be a True Leader

People sometimes fail to realize these two roles are not the same. Many managers do not act as true leaders for those they are in charge of.

They can, but not many do.

And that can have a direct impact on how far that team, or the organization they preside over, goes towards its goal.

To me, a manager is primarily concerned with overseeing a pre-existing state of affairs. Most of the work about how things should happen would already have been done. Hers would primarily be to keep things going the way they have been designed to run.

S/he will typically ensure conformance or adherence by all who report to him/her. Every now and then s/he will apply initiative in dealing with unforeseen developments.

In contrast, a true leader in an organisation will be a manager, who goes a step further to actively influence change, and develop new initiatives to achieve the company’s goals.

Typically, s/he would display a tendency to identify weaknesses in the existing system, and propose viable practical solutions or alternatives. And s/he will often actively lead the process of exploring the implementation of such ideas – even if initiated by others.

Where a true leader is present in an organisation, stagnation will be very rarely found!

2 Important Facts About True Leaders In Organizations

It is my considered opinion (based on my experiences, and studies, on this subject) that:

(1). Firstly, true leaders are rarely appointed as, or made into, leaders. It’s not a formal role. Instead they become leaders – by using exposure and experiences provided in the organization, to develop that ability. It’s often a self-driven process.

Smart decision makers will regularly identify such persons, and put them in roles where they can be more useful to the company.

(2). Secondly, true leaders can show up at any level in the company. And I mean any level.

Wise decision makers will let these 2 facts guide their search. Otherwise valuable employee talent will be allowed to go to waste, because they fail to look well enough to discover it!

As an employee, use the above insights to guide your development of true leadership ability.

Organizations Are Looking for Leaders Who Understand Management

“Leadership is the art of accomplishing more than the art of management says is possible” – General Collin Powell

Think about any successful organization you know. They are often headed and run by people who demonstrate a high aptitude not just for management, but for leadership.

Companies prefer putting such people at the helm, because they want to reach their ultimate goals. True leaders are better equipped to see the big picture, visualize, and then act!

Collin Powell’s Rules for Picking People (an 18 Lesson Primer that I originally came across as a Power Point presentation) can help you. It contains short but insightful descriptions of attributes you need to be a good leader.

Google “Collin Powell’s Rules for Picking People”, then download and read it.

To get you started, here’s an excerpt of Lesson 13, in which Powell gives advice to persons looking to recruit (and it also applies to decision makers who decide promotion):

“Look for intelligence and judgment, and most critically a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego, and the drive to get things done.

Do You Already Have The Above Leadership Attributes In Ample Quantities?

If no, you may want to get started doing something to develop them.

When I read General Powell’s presentation as a 27 year old brewer/manager in Guinness Nigeria (Benin Brewery), back in early 1997, that’s exactly what I did.

And by the first quarter of the next year (1998), I found myself getting nominated to play different roles at levels of management well above my position at the time.

And some – including an eventual promotion, followed by secondments to even more senior positions – came in record time. Less than 6 years (My first 18 months from October 1994, were as Graduate Trainee). Most people took much longer to get that far.

The only thing that made a difference in my case was that I had a plan – based on something I learned by reading, and which I went on to diligently apply till I succeeded.

If you adopt a similar strategy, you’re bound to succeed more.