Lead from Front? Lead From Behind? So Confusing!

Leadership isn't about being a "front-line hero" or a "background support." The art of leading depends on the situation, and knowing when to step up or step back is what separates a true leader from a well-dressed titleholder. Let’s dive into when to lead from the front, when to hang back, and what happens when some “cute” folks try to lead from the middle.

Leading from the Front: Because Sometimes, Experience Matters

Imagine a scenario where a complex, high-stakes client project lands in your team’s lap. It requires strategic thinking, deep technical know-how, and experience to avoid a potential face-plant moment for everyone involved. This is where a leader’s expertise is crucial, where they must take charge to set the pace, clarify direction, and guide their team through unknown terrain.

If you decide to step back here, you risk the team tripping over themselves (quite literally, as sometimes it feels!). And let’s face it, in such cases, it’s usually easier for top decision-makers to hold the team accountable instead of questioning broader leadership. Why? Because there’s always that unspoken rule: sacrifice the weakest link when things go south.

So, when the stakes are high and expertise is needed, it’s time to put on your front-line armour and lead from the front. You’re not just saving the project but also protecting your team from becoming “expendable assets” in the company’s eyes.

Leading from Behind: Building Resilience in Your Team

There are times when stepping back is exactly what the team needs to grow. Perhaps you see potential in them handling a challenging project themselves, even if it means they might stumble a bit. Giving them the space to fall and learn ensures they grow stronger and develop the resilience that every team needs.

Here’s a small workplace story to illustrate this: Imagine your team is tasked with organizing an annual event. They’re nervous, but you know they’re capable. As the leader, you could micromanage each detail, but instead, you decide to “lead from behind.” You’re there as a guiding hand if things get off track, but you let them make their own decisions, learn through minor missteps, and experience the pride of achieving something on their own. This is how strong teams are built—not by always leading, but by letting others lead themselves.

Leading from... the Middle? (When “Cute” Leader Jump In)

And then, there’s that third category of leadership—“leading from the middle,” where no leader is actually needed. These are the times when a routine task comes along, one that the team can handle with their eyes closed. Yet somehow, some “cute” folks feel an overwhelming urge to take charge, shine a light on themselves, and claim a few “leadership points” in front of top management. It’s as if they’re adding medals to their chest for routine work that didn’t require any heroics at all!

Picture this: Your team is wrapping up a weekly report—a standard task, no frills, no surprises. Suddenly, someone swoops in, takes the spotlight, and presents it to upper management like they’ve just cracked the code to corporate success. They make sure everyone knows they "led the charge," even if it’s a task your team has been handling smoothly for ages. Leadership? Maybe. Necessary? Definitely not.

Final Thoughts:

Real leadership is situational. It’s about recognizing when your team needs you up front, when they need you to quietly support them from behind, and when they don’t need you at all. It’s about balancing guidance with trust and knowing that leadership isn’t a constant state of being but rather a decision made in each moment.

“It is better to lead from behind and to put others in front, especially when you celebrate victory when nice things occur. You take the front line when there is danger. “ Nelson Mandela compares this leadership to shepherding.”