『When The Leadership Student Is Ready, The Teacher Appears』のカバーアート

When The Leadership Student Is Ready, The Teacher Appears

When The Leadership Student Is Ready, The Teacher Appears

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We are all exposed to leadership lessons throughout our lives, yet most of the time we don't even realise it. As children, adults were the authority figures and we simply accepted that they were in charge. In sport, perhaps we became team captain or perhaps we didn't, but we weren't analysing what successful leadership actually meant. At university, we may have taken responsibility for a club or activity without consciously thinking about the intricacies of leading people. Then we enter the workforce and everything changes. Suddenly there are hierarchies, different levels of responsibility and designated leadership positions. Eventually we may be promoted into one of them. The interesting question is: who actually taught us how to lead? For many leaders, the answer is nobody. Why are so many people promoted into leadership without being taught how to lead? Organisations frequently promote people because they are successful at their existing jobs, then expect them to work out leadership for themselves. The responsibilities change dramatically, but structured leadership development doesn't necessarily arrive with the promotion. We enter companies at junior levels and gradually accumulate experience and successes. Eventually we are trusted with a project, then perhaps a small team and later a whole section. Suddenly we are responsible for other people's performance. Yet we may never have received any leadership training. We are somehow expected to know how to motivate people, communicate expectations, delegate work, handle mistakes, make decisions and develop team members simply because somebody changed our job title. That is quite an assumption. Being technically good at your job and being good at leading other people are completely different skill sets. Do now: Before promoting someone into leadership, ask what specific preparation they have received for actually leading people. Where do new leaders learn their leadership behaviours? Most new leaders unconsciously assemble their leadership style from people they have observed throughout their lives. Parents, teachers, sports coaches, classmates and previous bosses all become part of an informal leadership education. The problem is that we probably weren't consciously studying these people. We simply absorbed their behaviour. A boss who micromanaged everything may have taught us that leaders should control people closely. Another boss may have demonstrated trust and delegation. A sports coach may have taught us about discipline, while a teacher showed us encouragement. Eventually we cobble these influences together into our own disparate, idiosyncratic form of leadership. There may be some excellent components in there. There may also be some terrible ones. Most importantly, there is no guarantee that our collection of inherited leadership behaviours contains everything we actually need. Do now: Examine where your assumptions about leadership came from and decide which behaviours deserve to be retained, changed or discarded. When does a manager become a serious student of leadership? The turning point comes when leaders realise that trial and error isn't enough and consciously decide to study leadership as a professional discipline. This creates a major dividing line between leaders. Some simply keep going. They rely on experience, instinct and whatever leadership behaviours they have accumulated. They make mistakes, adjust and try again. Their organisation may reinforce this approach by refusing to invest in leadership development and expecting managers to work everything out themselves. Others eventually realise there is much more to leadership than they originally imagined. They start searching. They read books. They watch videos. They listen to podcasts. They study successful leaders and begin looking for structured approaches to the challenges they encounter. That change in mindset is critical. The leader stops thinking, "I should already know this," and starts asking, "What do I still need to learn?" Do now: Treat leadership development as an ongoing professional responsibility rather than something you were supposed to magically acquire when you were promoted. Can leaders teach themselves using books, podcasts and online content? Today's leaders have extraordinary access to leadership knowledge, so there is little excuse for relying entirely on trial and error. Books, podcasts, videos, articles and online resources make leadership ideas more accessible than at any previous point. I am part of that content creator army myself. I produce podcasts, articles, social media content and books on business, selling and leading in Japan. The broader point is that aspiring leaders can now access enormous amounts of leadership information. The challenge is no longer finding information. It is selecting useful information and then actually applying it. Reading twenty books on delegation doesn't automatically make you good at delegating. Listening to a ...
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