August 13, 2001 Will and Work

For a number of years we have been working with organizations in helping their people become more effective in their role as leaders. This has included everything from formal training to one on one personalized coaching. One thing is certain: some people "get it" and are able to effectively demonstrate it - a lot more than others.

There are many who might argue that it all comes down to basic genetic wiring. Some people are pre-determined to be leaders and others, unfortunately, are not. Although I do believe that initial biological programming may indeed offer some people a head start as leaders, it is not the only thing, nor the main thing that guides a person's ultimate effectiveness. That is usually more a case of determination, not pre-determination.

We have worked with literally thousands of managers who get involved with leadership development, often because it is an expectation of the organization for which they work. Typically the case for better leadership makes a great deal of sense to them, and they begin to actively engage in the learning process. Although the specific leader behaviors being introduced might feel new, they are not perceived to be rocket science. People leave with a good understanding, some practice with the new behaviors, and a belief that they can embrace some of these new behaviors and be a better leader. Then they return to the workplace, where their ability to lead more effectively is quickly tested. Some pass with flying colors - some don't.

The reason for the difference is seldom a matter of genetics. Rather, it is more about the amount of personal desire and commitment the individual has to become a better leader.

Let's face it, some people with whom we work have horrible skills in dealing with other human beings. I am often amazed at how some of them have reached managerial positions that demand good relationship skills. You know the type - they are rude, inconsiderate, disrespectful, prone to emotional outbursts (read temper tantrums), they publicly humiliate others, and are literally blind to the damage they cause. Needless to say, these behaviors are not the attributes of people most admired as leaders.

Yet even some of these "managerial mysteries" have made dramatic improvements in their ability to get others to willingly join them. They have actually learned to change the way they behave with others. And their associates have been willing to acknowledge the growth, through various feedback mechanisms as well as more productive results.

But there are others who will not make it. The ones who believe that leadership development is just one of many "training opportunities" they must attend in the course of a career are likely doomed. After all, people are who they are, and no one can really change much after they have become an adult - can they? Leadership school has been a nice refresher, but now it is time to get back to work! If this is the mind set, there is no lasting commitment or reason to do the work necessary to improve. So they don't - and the likelihood for improvement is dim.

In becoming a more effective leader, the advantage comes not from genetics, but from choice. People must make the conscious choice to genuinely want to get better as a leader. Without that deliberate commitment, the hard work it takes to improve their relationships with others will just get shelved.

Never underestimate how tough it is, to really get better as a leader. It requires one to constantly get honest feedback from other people, feedback that is frequently going to point out blind spots or weaknesses. It takes the awkwardness of relating with people in new or different ways. (That might feel similar to those early high school dances or a first big date, which for many of us were not our most confident moments!) It involves some meddling and some messing up. It requires some vulnerability, in order to build relationships forged in trust. And perhaps most difficult of all, it takes time, time that no one has, to more fully understand the other's needs, hopes, fears, feelings, and so forth.

There are a couple of helpful points to remember about developing leadership capabilities. It is always easier to change the way we interact with things, than with people. Translation: skill improvement is easier than behavior change. Whether it is begrudgingly having to learn a new way to do sales tracking, or figuring out how to use a new financial reporting system, "things" are safer to deal with than people. Is it any wonder why many just default to the path of least resistance and continue to seek additional technical skill development, while letting their lousy relationship behaviors with others continue to sabotage them as leaders. Although often labeled soft, relationship or people skills, which are essential for leading, are indeed very hard to master.

Finally, for people to really get better, they must be deeply committed to improving their own leadership ability. It must be a priority, not just something that one "plans to get to soon." They must believe that this development is one of the most important aspects of reaching their goals (whether there is immediate compensation for it or not). And, they have to believe that getting better as a leader will make a difference, and produce the kind of results for which they are being held accountable.

Great achievements have many characteristics in common, but there are a couple that are absolutes. There is always enormous and persistent effort, fueled by an unswerving, passionate determination. Whether it is a group of people putting a man on the moon, or a cancer survivor winning the Tour de France, greatness takes hard work, and the will to persevere through substantial pain and difficulty.

The same is true for great accomplishments in leadership development. Without the will and the work, the desired change in effectiveness will remain nothing more than a distant hope.