Leaders, Wondering Who Knows You Best? Look In A Mirror!

There are some common answers to the question of what makes a great leader. Traits like confident, charismatic, and assertive are common descriptors which get thrown about quite a lot. Occasionally more nebulous terms like “visionary” are used. When we actually look at great leaders, however, we find many examples of people who possess few, if any, of these characteristics. There is no single model of exceptional leadership; there is no single trait all great leaders possess except for self-awareness. But it is this self-awareness that allows great leaders to be true to their strengths and weaknesses. When a leader tries to fit into a model of leadership that does not match their talents, it is very unlikely they will be successful. 

Authentic Leadership

Being a leader means having a clear sense of what traits comprise their personal leadership. How do you do this? How can a leader find their authentic leadership voice?

- A good leader knows their abilities, skills, and talents. Understanding your strengths means knowing where you can operate with confidence and surety. More importantly, a leader who knows his or her weaknesses will know when delegation, or consultation, is necessary. This self-knowledge is crucial, because…

- A good leader will surround themselves with the right people. The best leaders make the decision to fill their executive team with people who have abilities, skills, and knowledge that complement their own abilities. The best leaders are not afraid to hire people who are smarter than they are. The strengths of such an executive team is in its contrast to the leader. This produces positive friction; these teams can challenge a leader, but that is necessary. It’s true what Drew Dudley said: “Leaders are only as good as the questions their followers are willing to ask.” Comparatively, poor leaders make the mistake of surrounding themselves with executives who are clones of them, thus the phrase “yes-men.” Such a team is highly limited.

The Leadership Team at Apple, Inc.

A good example to illustrate this is Steve Jobs and his executive team. In his second term at Apple he was monumentally successful, and a large part of his success was thanks to the people he had around him. Jobs was a demanding boss, always pushing for perfection. He was often described as mean. His team could handle his level of assertiveness, however, and not back down. Just as Jobs challenged them, he was challenged in return. The result was amazing growth, and a wealth of trailblazing new Apple products. Additionally, because of Jobs’ direct approach to criticism, his team acted as a buffer between him and the rest of the company.

Most people in leadership positions can aspire to become a great leader. How one’s personal leadership manifests though will vary. If a leader tries to be something they are not, they will not be very successful. Effective leaders play to their strengths, and delegate tasks to others in areas where they less capable. The best leaders forge their own way of leading that comes from a place of authenticity.

Many traits can be found in great leaders (charisma, assertiveness, intelligence) but none of them are essential in their own right. Self-awareness – knowledge of personal strengths and weaknesses – is what is truly necessary. When a leader tries to be something he or she is not, they fail. The best leaders forge their own path and lead from a place that feels authentic to them.