Something I see a lot of people struggle with in their careers is having the confidence to lead. I hint at this in a number of my posts, but I don’t think I’ve ever addressed head on. So here goes.
I was just reading a column in business week (“Acting the Part of a Leader”) by noted leadership author Warren Bennis that struck a few chords for me. Many people I chat with or teach have the mistaken impression (in my opinion) that people they perceive as leaders have tremendous confidence, are particularly wise or have some other higher powers that they aspire to have. They often are looking for “the answer” to how to get there themselves. I am certain I was that way years ago and I guess I still am in some ways.
Based on my own experience and backed by some scholarly research, here’s the secret: Most “leaders” didn’t start out that way. It is in fact achievable if you are willing to work at it, take some risks and be resilient when you get knocked down. In addition, you usually have a limited number of really high pressure situations in which to learn to perform. These situations are often thrust on you by circumstances.
Play the Part
Bennis makes an important point about leaders. They are usually “acting the part” of a leader. I suppose that some people naturally do the right things, but most I can think of (Lincoln, Roosevelt, MacArthur, Churchill, Alexander etc.) were masters of wearing “the mask of command”. They understood the part they were required to play to move people forward.
The same dynamic plays out in smaller groups and day-to-day experiences. Most of us won’t lead the free world or face life and death decision for multitudes. But most of us will face adversity in groups and have the opportunity to lead, even if quietly and not from the front.
I think this takes courage more than confidence – A willingness to “be out there” and maybe be wrong. I encourage people to put themselves out there. If it’s a little bumpy, that’s to be expected. Confidence grows from experience. Do it more and you’ll get better at it.
I’d also add there’s a big difference between being nervous and showing your anxiety. Being visibly agitated doesn’t instill confidence in anyone. I haven’t met many people who were confident in every situation they face, but those who adapt and are able to project confidence are better able to bring teams along.
You often have to play a role that is difficult for you, but needed by the group to advance. In my own career I can think of many examples. The way you lead a small group of high performers is very different that how you lead a team that is underperforming and on a tight deadline. That’s part of what makes genuine leadership tough. There are common principles, but every situation is different. You need to try and be who you need to be given the context.
So I guess my take-away is “fake it ‘til you make it”. There’s no reason you can’t be more effective if you work at it.