Are Leaders Born, NO!!

Do you believe that leaders are born? Is it within their genetics or DNA which draws them to every leadership role they came across as they grow and mature?

The answer is NO! Leaders are not born, leaders are DEVELOPED through experience, time, wins, and losses.

Becoming a manager of people, resources, or even programs was not what I envisioned of myself. I searched for opportunities that would benefit me financially, professionally, and personally, but it was more about me. I only considered my needs as a young 20-year-old as I had my future already mapped out for myself. I would end up working in law enforcement with the big goal of becoming an FBI agent. I envisioned solving crimes and chasing down bad guys. I never considered anything besides this vision I created from myself from things I read or saw on television. I was not mature enough, did not have the experience, wins, or losses to know what leadership was, so it was the last thing on my mind.

My first leadership role was as a Head Teller management role at a financial institution, where I managed hundreds of thousands of dollars and a team that ranged between 3-5 people. I understood management came with the job, but I did not truly understand the magnitude of this leadership role. I did what was asked of me, so management managed my managing. I was told what to do and did it, nothing more or less. This began the journey of gaining the experience to know what being a leader truly was as a young manager.

When someone is transitioning into a role that requires the management of people and assets, have you thoroughly prepared them for what is expected of them in that role? Yes, the check might be more significant, and the title might be of importance, but do they have a clear understanding of what comes with this promotion? Do they understand the expectations? Do they even have enough leadership skills or tools to jump in and EXECUTE effectively? We should not assume because of how nicely a resume is written or how great of an interview that individual has given that they are effective leaders.

Development is continuous, and to truly know what that person will bring to the table is by seeing them in action and walking side by side with them until you can let go. By no means is this micromanaging but observing, assessing, and addressing them with the intent to ensure they meet the needs of the company and the team. If you are aware they are new to managing, then you have a responsibility to walk along this managerial journey.

When collaborating with your leaders, consider addressing these key areas initially:

(1) Have them identify what they define to be a leader and specifically how they see leadership in their role.

(2) Clearly define the company’s expectations and the team’s expectations. This will help them see the big picture as well as how their role affects those directly connected to them.

(3) Reiterate the mission and vision of the organization and how their role fulfills a piece of the overall goal.

(4) Ask them what their needs are? There might be some additional leadership training or mentorship you can provide them, so they maintain effectiveness in their managerial duties.

(5) Check-in regularly so they obtain regular feedback from their supervision as well as from those on the team they manage. This could potentially identify major blind spots and successes that need to be highlighted and/or addressed.

Growth and development are continuous, so allow these opportunities to be a staple in how you develop new leaders or define seasoned leaders. This will not only help the individual but will also benefit the organization.

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Great leaders don’t tell you what to do, they show you how it’s done.

— Unknown