Leading Self, Others and Organizations

Kelly Rietow, Principal, ROO Solutions

Recently, a colleague and I had the pleasure of kicking off a 12-month leadership development program for an association of nonprofit organizations.  Throughout the year, the cohort will learn about leading self, leading others and culminating with leading their organization.  Self awareness is always the first step to leadership, and  we began with the MTL (Management, Transition and Leadership skills) assessment, and a discussion of the differences between management, transition and leadership skills. 

Most leaders are measured and rewarded primarily, if not exclusively, according to their management skills and metrics.  If we do not define and reward leadership, what then is its significance in organizations?  What does “success” look like for a leader, and is she evaluated according to these skills and results?  While some managers with titles, staff and budgetary responsibility are also great leaders, others never make the leap.  Likewise, there are some leaders in organizations that may or may not have a title or formal authority; nonetheless, they are sought after for their guidance, vision and inspiration.

Managers and leaders share many common skill sets, including business acumen, functional knowledge and communication skills.  However, there are also important distinctions:

Managers ¨  Work in the business ¨  Inward focus ¨  Functional expertise ¨  Manage activities ¨  Refine & improve ¨  Ensure consistency ¨  Manage projects

Leaders ¨  Work on the business ¨  External focus ¨  Organizational savvy ¨  Uncover opportunities ¨  Create and envision ¨  Inspire new thinking ¨  Develop talent

Organizations need both skills sets to varying degrees, but these traits are not always found in the same person.  As you consider career growth, take a few moments to clarify your niche.  Consider your strengths, development opportunities and preferences. 

Where you are you today?   Where do you want to be?

Take 5 minutes to evaluate yourself for each of the criteria listed above.  Use and A, B, C ranking or +, √,-. Are your strengths important to success and utilized in your current role?  If yes, celebrate, and consider areas you still want to develop or help others develop these skills.  If these strengths are not important in your role, or need to be developed, brainstorm with a colleague or leader about how to develop these skills on or off the job.  Finally, truly think about whether you want to be a manager – a more clearly defined role, with authority, accountability and metrics.  Alternatively, or in addition to, do you enjoy leading?  Do you thrive despite ambiguity and enjoy creative vision, guiding strategy and engaging the workforce in this pursuit?    Does it matter if you have direct reports, or are you happy leading projects or contributing individually without the “headaches” of leading others?  Now, narrow your focus.  From the list above: 

1. Circle your 3 strongest “likes”
2. Cross out your3 “dislikes”
3. Lather, rinse, repeat

For a more robust assessment, consider using the MTL or a 360 assessment – additional information can be found at www.goshareon.com  Be sure to speak with your manager or peers to solicit their perceptions of your strength or suggestions for professional development.