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Leadership is a constant process of reinvention, and good leaders will learn to adjust and adapt so that their leadership style is fit for purpose, writes Natasha Olsson-Seeto.
Good leadership is like a wonky table in a restaurant. If the table has a short leg, you go and get coasters to prop it up. Because if you keep leaning on a wonky table, it becomes disruptive and precarious, and you know things will fall off.
Coasters, from a leadership perspective, are the skills and expertise that other people can offer. So, when you slot them in and use them effectively, you can prop up the table and create stability. As a leader, it’s important to understand what your “wonky leg” is and what “coasters” you need to prop up and support the table. The right fix may come from hiring someone with the right expertise, engaging a consultant, or learning the necessary skills yourself.
Similarly, the path to becoming an effective leader is not singular and direct.
Some leaders are born; others are made. Even as children, we can identify good leaders among our peers: those natural ringleaders who can rally other kids and inspire them to do something. Then there are those who become leaders through their acquired knowledge and the respect they command.
Some people strategically and deliberately embark on a leadership journey, while others become accidental leaders through circumstance. When you look at inspiring leaders like Denise and Bruce Morcombe or Vanessa Fowler, these are people who have responded to their profoundly tragic experiences to try to create a better path for others and, in the process, become deeply respected and admired leaders.
People can learn to be leaders – and great ones at that.
Get comfortable with being uncomfortable
At the very top end of leadership, the best thing a person can do is get out of their comfort zone. Someone may be a subject matter expert, but their reputation will be tested and forged when all that is left is their ability to lead. Some of the most effective CEOs are admired not because they are experts on every aspect of a business but because they understand how to manage and lead other experts.
Take a people-first approach
Central to effective leadership is a genuine desire to deliver outstanding outcomes for others. Those who seek leadership purely for status, title or money are unlikely to inspire others or leave a favourable legacy. Great leaders lead with heart; they tap into an underpinning element of humanity, humility, and care.
EI, not AI
A prevailing characteristic among effective leaders is emotional intelligence. Some people have an innate social and human radar, so employing emotional intelligence comes naturally to them. If not, it’s something that can be taught. Executive coaching can help people retrain their brains to enhance essential soft skills, including self-awareness, self-regulation, empathy, and social interpretation.
Keep it real
Never underestimate the power of authenticity and humility. The people best placed to lead others effectively are those who are comfortable in their own skin. They possess an executive grace that allows them to acknowledge they don’t know it all. By understanding their relative strengths and areas where they need support, these leaders can identify who or what they need to complement them and achieve success.
Polish your executive presence
Not too long ago, a leader’s most desirable traits were gravitas, a strong verbal command and a formal appearance, but this has shifted. While confidence and decisiveness have not gone out of style, leaders are now valued for their inclusion, empathy, and respect. A successful communicator is someone who listens to learn, while leaders who appear authentic and grounded are more highly regarded.
Leadership is a constant process of reinvention, and good leaders will learn to adjust and adapt so that their leadership style is fit for purpose. Habits can be hard to break, but a considered reinvention can help leaders grow. Some can achieve this through executive coaching and mentoring or tailored leadership development programs. Others can reinvent themselves as leaders by changing jobs, as a new role and environment provide an opportunity to be intentional about how they start and move forward.
Natasha Olsson-Seeto is the founder and chief executive of OnTalent.
