Casting a Shadow or Shining a Light?

A few weeks ago, I was having a conversation with Claire Rose about leaders and leadership and I mentioned ‘the shadow one casts as a leader’.?I then paused and had a moment of self-refection. Surely casting a shadow could be seen as being unhelpful, shouldn’t leaders be shining a light instead??

I believe that leadership can happen at every level in an organisation and that it isn’t limited to those who are most senior by role. I also believe that leaders have the responsibility to lead others with actions that inspire others to grow and achieve - and the best way to do that is by showing them how it's done.?

Let’s start with the metaphor. Opaque objects, such as our bodies don’t let light pass through and so a shadow is cast. Therefore a leader who blocks out light will cast a shadow on their team and in their organisation.??

However, different writers and organisations vary on the idea of shadows, some state that a shadow cast by a leader is positive, others state that it is a result of a leader’s unhelpful actions. There is also talk of long and short shadows, which I guess are self-explanatory.?

Neither I guess are incorrect, it is after all just a metaphor. Yet wouldn't it be more helpful to think of casting shadows and shining lights in a different way? In many, if not all cultures, the shadows are where the bad things lurk, whereas light represents positivity and a place for life to grow.?

Let’s take two examples to illustrate my thinking.?

Think about your teachers, business leaders, peers and coaches who had the brightest light, how have they positively influenced your life. How has their light helped you find a way forward??

Now think about those leaders who have, for example, stated they support diversity at work but make no effort to make it happen, or those who have said ‘Focus on delivering the strategy’ but contradict themselves with ‘All your projects are still a priority!’?How have their shadows eroded their own reputation? No matter what the situation, inconsistency or worse double standards can be destructive.

Thinking about these examples may have given you a boost and they may also have brought back feelings of disappointment or being let down.

Transparency?means allowing light to pass through?an object.?Transparency in leadership, government and business is an often discussed topic.?Transparency can show that you invite trust by revealing that you have nothing to hide. You establish yourself as an honest, credible person in the eyes of others.?

Maya Angelou?is quoted as saying?“Light and shadow are opposite sides of the same coin. We can illuminate our paths or darken our way. It is a matter of choice.”

Being a role model who shines a light can be hugely rewarding, but it can be tough. As a leader, you are constantly being assessed.?Your people listen to what you say and they see what you do.?Most people?will?want to support you, but they do want you to be a positive role model.??

Here’s a great story about role modelling.?

A?mother?and her son had come to?an?ashram to speak?with?Gandhi. She complained about her?son’s?addiction to sugar. “My son won’t stop eating sugar”?she told Gandhi. “Please tell him to stop.”?

Gandhi listened to her, then asked her to come back?in two weeks. Two weeks later?the?mother?and her?son?sat?with?Gandhi.?He looked at the boy and said “stop eating sugar.” The mother was perplexed.?“Why couldn’t you have told him this 2 weeks ago?” Gandhi replied, “Madam, two weeks ago I was still eating sugar.”

“There are leaders, and there are those who lead. Leaders hold a position of power or influence. Those who lead inspire us. Whether individuals or organisations, we follow those who lead not because we have to, but because we want to. We follow those who lead not for them, but for ourselves.”?Simon Sinek

I’ll leave you with six questions about your light and your shadow. Please contribute to the conversation in comments, if you wish.?

• What level of light or shadow are you casting today as a leader, how is this affecting other people’s behaviour?
• How do people describe you when you are not present??
• What kind of influence do you want to have?
• What behaviours do you want to inspire in those around you?
• What shadow are you casting that might be impeding the vision of your team or business??
• How can you provide more light and transparency in your everyday work?
• Choose just one thing to work on this week.?

Dyfrig Jenkins works to develop individual and team performance at operational, tactical and strategic levels, influencing stakeholders up to board level. He takes?a collaborative, long-term approach to working with people. Dyfrig builds professional relationship?based on his?vaules?of?Trust, Collaboration, Creativity and Delivery?and?draws?on psychology-based coaching, to promote development. He studied with the Academy of Executive Coaching in 2014 where he gained a Practitioner Diploma.?

His approach is based on?over 20 year’s experience in the travel and financial services sectors; leading both operational?teams and Learning and Development functions; which provide first-hand experience of the challenges, pressures and rewards of leading in business.?

Claire Rose, a credit for you as our conversation inspired this article. Claire is?an experienced people, senior innovation and development consultant.??She works internationally, helping businesses tackle strategic growth, people and performance challenges. Ex Institute for Manufacturing, Cambridge University, Claire works with innovation businesses, technology companies, private clients and venture capital; to develop approaches to growth.?