To lead others you must first learn to lead yourself

The landscape of the corporate world has altered greatly over the last couple of decade and we live in exciting and innovative times!

With technical advancements we have evolved significantly in the manner in which we conduct our business. The contemporary workplace has become accustomed to a shift in the way we spend our time, the way in which we connect and communicate and the style in which we gain competitive edge. Whilst technology has brought about a rapid transformation there has also been a need for a change in the way we lead our people. There is a considerable amount of emphasis placed on Executives and Managers to lead highly functioning teams to remain relevant and agile.

Not so long ago most organisations revered their leaders for their autocratic and directive personalities with little attention placed on people management skills and collaboration. Company culture stipulated a top down chain of commands that were enforced by the decision makers who sat at the very top of the organisational charts. However; their decisions were more often than not out of touch with their most essential resources… their people!

The rise of globalisation and a need for adaptation has generated a mandate for an overhaul of leadership skills. Organisations will find it strenuous to remain commercial if they do not grasp the importance of a democratic leadership style that focuses on its people. It is now more than ever that effective leadership must be regarded as the heart and soul of any organisational success. Glenn M Parker an expert in helping organisations develop highly functioning teams and an author of Cross functional teams stated that “effective leaders have a clear vision and are able to communicate that vision to members of the team. They develop a sense of urgency about the team’s work, involve team members in goal setting and decision making, and foster a climate of openness.”

Are Leaders born or made?

With the upsurge and the demand of effective leadership in organisations Executives, Managers and emerging talent must exemplify characteristics synonymous of courage, integrity, compassion, conviction and collaboration.

Would you say then that these characteristics are innate or can then be learned? The good news on this is that behavioural theorists suggest that leaders can be made if they are not already born with intrinsic leadership characteristics. Through extensive research it is insinuated that leadership skills necessitate a strong personality which is devoid of a negative ego. Leadership skills can be learned by guidance and practice, but it must start with self and self-directed desire to learn. In my experience self- leadership is a precursor for leadership of others. You cannot effectively lead others if you do not effectively lead yourself!

Self-leadership

There are many definitions of self-leadership however; In its most simple terms self- leadership is having the aptitude to deliberately influence one’s thoughts, feelings and behaviours to achieve your goals. It requires a developed sense of self, discipline, self-motivation and the willingness to stress outside of the comfort zone.

Self-leadership strategies

•  Know thyself
• Unfriend the critical voice that resides in your mind
• Where attention goes energy flows and results show- become clear and focused
• Create a daily motivational practice
• Live at the end of your comfort zone
• Keep good company – surround yourself with people whose presence calls forth your very best
• Fall off your bike but always get back up again
• See the forest for the trees

Leadership development has been a hot topic in recent times and organisations are investing copious amount of time, money and energy into developing their people to become better leaders with the intention of establishing a highly performing culture. Nevertheless, there has to be individual accountability and ownership of self-leadership which then becomes the counterpart to organisational leadership strategy.