Anyone can learn to be a better leader

 Summary

 

The article mentions the distinction between being an individual contributor and a leader, highlighting that the skills and tools that make someone successful in an individual role do not necessarily translate to effective leadership. It warns against the misconception that being good at a specific task automatically qualifies someone to lead a team. This is a common mistake that many organizations have made many times.

 

To be a successful leader, one must focus on connecting with others, motivating them, and inspiring a shared sense of purpose. This requires self-reflection and an understanding of how one's behavior can affect other team members. Unfortunately, many leaders often prioritize quick-fix management tools over deepening their self-insight and personal development. These tools may seem convenient at the beginning but they often fail to address the fundamental connection between leadership behavior and employee outcomes in a job environment.

 

The text provides an example of an organization that implemented a performance management system aimed at increasing accountability but inadvertently caused disengagement and frustration among employees. It highlights the importance of creating a motivating work environment rather than relying solely on performance tracking.

 

Instead of searching for a magic tool, the text suggests that leaders should focus on developing their own leadership skills and creating practices that align with their desired outcomes. It outlines a step-by-step process for designing a learning practice to address specific challenges, emphasizing the importance of setting clear goals, seeking quality information, identifying measures of success, and implementing behaviors that support leadership development.

 

Finally, the article encourages leaders to embrace the journey of continuous learning and development. It emphasizes the need for introspection, feedback, and behavioral change to improve leadership effectiveness and positively impact others. By taking ownership of their own development and designing leadership development practices, leaders can enhance their proficiency and make a meaningful difference in their teams and organizations.

 

Opinion

 

Based on my previous experience leading an environmental conservation project, it becomes clear that technical expertise alone is insufficient to effectively lead a team. Connecting with team members individually and fostering a collaborative environment are essential for inspiring shared ownership and commitment. Continuous learning, seeking feedback, and staying updated with the latest research and best practices are crucial in the dynamic field of environmental projects. By prioritizing effective communication and creating a supportive work environment, leaders can maximize the potential of their teams and achieve significant outcomes.

 

 

Source

Valcour, M. (2021, June 15). Anyone can learn to be a better leader. Harvard Business Review. https://hbr.org/2020/11/anyone-can-learn-to-be-a-better-leader