Posts Tagged ‘ Managers ’

Leadership as an Experience in Humanness

At the beginning of my career, desperate for experience, I took whatever job I could in my field. Fortunately, my first manager treated employees and customers like gold. Luck struck twice when I was hired by yet another wonderful manager.

Regrettably, subsequent managers provided the “opportunity” to witness appalling treatment of both employees and customers. Still relatively naïve, I unconsciously swept their behavior under the rug in an attempt to gain valuable experience.

As my skill-set grew, I became disillusioned with my own attempts to lead. Emulating a combination of previous managers, who overall, seemed successful, led to followers who appeared blatantly angry, humiliated, and hostile. Advised not to take it personally, I couldn’t help but wonder what I was doing wrong and how I could change. With a warrior mentality, I read every work regarding leadership I could find and studied leaders as if by doing so I could internalize their success merely by being in their presence.

My leadership skills improved, yet something was still missing. I fervently questioned reasons why I was obsessively engaged when being led by some and so greatly disappointed when being led by others.

It took a truly unfortunate interaction with a leader long ago for me to embrace that even in the workplace I was a learning, feeling, developing, mistake-making fallible human being….and that there was nothing anyone could do to change this. The difference between those leaders who got the best and worst of me was their willingness to unconditionally accept me. Those who received my highest level of loyalty, performance, engagement, and respect were those who liked and even embraced my humanness.

Leadership as an Experience in Humanness

Downshifting emotionally, I tapped into a level of humility that allowed me to personally, yet not unprofessionally, connect with those I was leading. Forgiveness, understanding, compassion…the willingness to let go of control enveloped me. Resultantly, I felt the vulnerability and fear of those I was leading. I could see and feel the need for hand-holding and that was okay! I could connect with their lack of confidence and disbelief in their abilities.

I listened. Then, I listened some more and allowed for silence and space. Never have I experienced employees so willing and hungry to give everything they have to their work. The change was so fast and dramatic it was emotionally overwhelming. There was no need to question how those I lead felt; it was clear that through their actions they felt just as I had at the beginning of my career.

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Cheryl DePonte is a Human Resources Learning and Performance Specialist at The Ken Blanchard Companies and has over 15 years experience in the fields of organizational effectiveness and human resources development.

Leading from Within

A colleague of mine recently came to me distressed and anxious about a new role he was being asked to fulfill on a relatively new work team. The New Year brought on new goals, for himself and the young team. He was nervous; not about whether he could meet the demands of the new role—a position he has had high performance in for quite sometime within the organization—but rather he was discouraged that they did not ask him to manage the new work team.

“I never knew you wanted to be a manager, Jon” I expressed surprise in his disappointment.

“I don’t really,” he explained. “I like what I’m doing and I believe I do it pretty well, but you think I’d be asked to manage the team, given all of my experience in this role.”

“But you just said yourself that you don’t want to manage people. It would probably stifle your creativity if you had to be burdened with the details that come with management.”

Jon shook his head in discouragement, unable to pinpoint the source of his anxiety over the new dynamics of his team.

“What’s the real issue here?” I asked pointedly.

“The real issue?” he scoffed.

“Yeah, why are you so disappointed when you will still be doing what you’ve always done, perhaps even better with a new manager,” I tried to draw him out.

Then Jon poured out his emotions over the unsettled dynamics of the team and how they weren’t properly chartered and even potentially set up for failure. The new manager seemed nice enough, and was a good people person, but she didn’t know anything about the skill sets required by the individuals performing the daily duties of this work team.

“I’m the real leader of this team. I’m the one who has to meet with the client up front, get real clear on what they are asking for,” Jon offered a passionate plea. “And I’m the one that has to face the client when the rear their angry head when the job isn’t done exactly the way the want!” he added with exclamation.

Ahhhhh! There it is! A common misperception in workplaces all around the world. Managers aren’t always leaders, and leaders aren’t always managers. The business literature of the 80s and 90s, before the digital age dramatically changed the face of the workplace, often preached management and leadership as synonymous with one another. And to a degree, they still are. A manager needs to develop good leadership skills. Filling out monthly or annual reviews is one thing, getting down to the heart of the matter and drawing people’s potential and passion out of them is another.

On the other hand, there are organizations around the world that are full of great leaders as individual contributors and within teams—great managers of self—that know exactly what they are doing and how to make the team and the organization more efficient. These are individuals that don’t need to sit behind a title or be in a traditional position of power to make a significant contribution to the organization.

“Jon, that’s just it. You are the leader of this team. In fact, it seems that you have a team full of great Self Leaders. You don’t need a title to make yourself or your team more efficient. There is no secret to it.”

He shook his head in suspended agreement, until the light of reason brought a smile of revelation to his face.

“Leadership is an attitude, not a position,” he surmised like only a blossoming leader could.

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