The Concept of Be-Do-Have in Leadership: Becoming a Great Leader.

Leadership is one of the most discussed and dissected subjects in organisational and personal development. Despite the vast array of theories and models, one simple yet transformative concept often overlooked in leadership discourse is the "Be-Do-Have" paradigm. This principle posits that success, in any domain, flows from being the right person first, which enables one to do the right things, ultimately leading to having the desired outcomes. In the context of leadership, this principle underscores that becoming a great leader is not merely about achieving external validation or optics but about embodying the qualities of effective leadership to achieve meaningful results.

Understanding Be-Do-Have

At its core, the Be-Do-Have model is a sequence of transformation. It challenges the common belief that one must first have certain resources or outcomes to do the necessary actions and then become the desired individual. Instead, it reverses the sequence, placing emphasis on personal transformation (be), leading to intentional action (do), and finally resulting in the desired outcomes (have). Applied to leadership, this framework calls for a deeper reflection on the essence of leadership itself—that great leadership arises from the character, mindset, and behaviours of the individual.

Be: Becoming the Leader

To truly lead, one must first become a leader internally. This involves cultivating self-awareness, emotional intelligence, integrity, and a vision for oneself and the team or organisation. Leadership is not simply a role or a title; it is a state of being. Consider leaders like Nelson Mandela, who exemplified resilience, empathy, and moral clarity. Mandela’s leadership was deeply rooted in his being—his unwavering belief in justice and equality shaped every action he took.

To apply this principle, leaders must commit to personal growth and align their inner values with their external actions. For example, a leader aspiring to foster innovation within their team must first embody openness and curiosity. If a leader clings to rigid thinking, they cannot effectively encourage creativity. By becoming someone who values and demonstrates adaptability and critical thinking, they set the tone for their team.

Do: Acting with Intention

Once a leader has cultivated the qualities of effective leadership within themselves, they must then translate these qualities into action. Doing in this context is about intentional and aligned behaviour that reflects one’s inner values. Great leaders inspire trust and respect by consistently demonstrating actions that align with their principles.

Consider the example of Jacinda Ardern, former Prime Minister of New Zealand. Her empathetic response to crises—such as the Christchurch mosque shootings—demonstrated her capacity to lead with compassion and decisiveness. Ardern did not merely express solidarity; she took concrete steps to address the concerns of affected communities, such as revising gun laws. Her actions, rooted in her values, exemplify the "do" aspect of leadership.

Leaders must also prioritise action that creates impact. A leader focused on improving team morale, for instance, should actively seek opportunities to recognise and reward contributions, provide constructive feedback, and foster an inclusive environment. Actions, when grounded in the right values, build credibility and reinforce the leader’s identity.

Have: Achieving Meaningful Outcomes

The final component of the Be-Do-Have model is the outcomes that emerge from a leader’s identity and actions. When a leader embodies the right qualities (be) and engages in purposeful actions (do), they naturally achieve their goals (have). However, in the Be-Do-Have framework, outcomes are not merely material or transactional. Instead, they reflect sustainable success and a positive impact on the organisation or community.

For example, a leader who prioritises building a culture of trust within their team will likely experience improved collaboration, employee retention, and overall productivity. These outcomes are the natural result of the leader’s consistent efforts to embody trustworthiness and act in alignment with their values.

It is important to note that focusing solely on the "have" can lead to short-term gains but long-term disillusionment. Leaders who prioritise optics—such as achieving financial targets or gaining accolades—without addressing the "be" and "do" aspects may find their success unsustainable. Authentic leadership is about more than external markers of success; it is about creating value and leaving a legacy.

The Pitfalls of Optics-Driven Leadership

In today’s world, it is easy for leaders to fall into the trap of prioritising optics over substance. Optics-driven leadership focuses on creating an image of success rather than cultivating genuine effectiveness. While such an approach may yield temporary accolades, it is ultimately hollow and unsustainable.

Leaders with low self-esteem but excellent communication skills often fall into this category. These leaders may be adept at talking a good game, using persuasive language and charisma to mask their insecurities. However, their actions often reveal a misalignment between their rhetoric and the organisation's goals. Rather than focusing on strategies that yield long-term benefits or profits, they may prioritise short-term objectives designed to bolster their image or appease those in perceived positions of power. Such behaviour is detrimental, as it sacrifices meaningful progress for superficial gains.

For example, a leader who implements a flashy initiative purely for public relations purposes—without addressing its feasibility or long-term impact—may harm the organisation’s credibility and resources. While they may claim credit for "doing something," the lack of substantive outcomes can erode trust and morale within the team. Furthermore, these leaders may intentionally or unintentionally focus on garnering personal popularity by taking actions designed to make staff like them. In doing so, they risk undermining the broader organisational goals that yield growth. This can lead to the creation of a toxic work culture, where short-term approval is valued over collective success, stifling innovation and eroding team cohesion. This misalignment of priorities is not only counterproductive but also a recipe for disaster, as it undermines the organisation’s potential for sustainable growth.

The Be-Do-Have framework serves as an antidote to this pitfall by emphasising authenticity and integrity. When leaders focus on becoming the best version of themselves and acting in alignment with their values, their achievements naturally resonate with depth and meaning.

Practical Steps for Applying Be-Do-Have in Leadership

Cultivate Self-Awareness:

Leadership begins with understanding oneself. Reflect on your strengths, weaknesses, and values. Seek feedback from trusted colleagues to identify blind spots and areas for growth. Self-awareness lays the foundation for personal transformation.

Define Your Leadership Identity:

Who do you want to be as a leader? Create a vision for the qualities and behaviours you wish to embody. Use affirmations or visualisation techniques to reinforce this identity.

Align Actions with Values:

Regularly assess whether your actions reflect your leadership identity. Are you acting with integrity, empathy, and purpose? Ensure that your decisions and behaviours consistently align with your values.

Prioritise Growth and Learning:

Effective leaders are lifelong learners. Invest in continuous education, mentorship, and skill development. Embrace challenges as opportunities to grow and refine your leadership capabilities.

Measure Success Beyond Metrics:

Evaluate your impact not only by tangible outcomes but also by the intangible value you create. Consider factors such as team morale, organisational culture, and personal fulfilment as key indicators of success.

Lead by Example:

Be the change you wish to see in your team or organisation. Model the behaviours and attitudes you want others to emulate. Leadership is most impactful when it inspires others through action.

Conclusion

The Be-Do-Have model offers a powerful framework for understanding and practising authentic leadership. By focusing on becoming the right kind of leader, taking intentional actions, and achieving meaningful outcomes, leaders can transcend superficial success and create lasting impact. In a world often obsessed with optics, this paradigm reminds us that great leadership is not about appearances but about embodying the essence of leadership itself.

As you reflect on your leadership journey, ask yourself: Who do I need to be to lead effectively? What actions must I take to align with this identity? And what outcomes will naturally follow from this alignment? By embracing the Be-Do-Have principle, you can not only achieve success but also lead with authenticity, integrity, and purpose.

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