The Challenge of Succeeding as a Leader
Given the demands of leadership, how can anyone succeed as a leader? Consider, for example, this list of sixty-four promises leaders "should" make. It's not hard to make a case for each one, individually. But taken together, this list is a tall order.
In any case, the level of leadership might render some of these items inappropriate or unnecessary. Being detail-oriented (#37) might not be so important for CEOs, who presumably have people to focus on the details and keep them apprised. On many projects, encouraging creativity (#53) might not be in the best interest of the project leader or the project. And kudos to leaders at any level who can consistently take everything in stride (#56). Still, I like the idea of a set of promises that leaders use to guide them, and this list offers a place to start preparing your own.
Some lists for leaders focus not on promises, but on skills. In addition to skills such as good communication and critical thinking, which many lists focus on, this list includes the ability to have tough conversations. That seems like a good idea. It's too easy to look the other way and hope problems will go away on their own. Granted, difficult conversations can be unsettling, if not downright scary. Yet no leader will be spared the need for such conversations, and learning to hold them seems like a valuable prerequisite for anyone aspiring to leadership.
Some lists seem to mix skills and qualities. This one, for example, lists both honesty and ability to delegate. Many people take on too much and could benefit by learning to delegate more effectively. But honesty? Either you're honest or you're not. If you need to go to How to Be Honest school, you're probably not ready for leadership. (Though the more cynical among you might claim that being skilled at the art of dishonesty is perfect preparation for leadership!)
In addition to promises, skills, and qualities, there's the matter of leadership styles. Many different styles, such as visionary, coaching, and pace-setting, might come into play at different times, depending on the needs of the organization and the people being led. The key is to be aware of the multiple different possible styles and be able to adapt the appropriate one according to the demands of the situation.
Of course, some of the best leaders have neither a leadership title nor formal leadership authority. These are people who have learned to lead through influence. They use their personal power to build trust, gain allies, generate buy-in, and make things happen. Some might say they're the truest leaders of all.
