The Real Work of Leadership

"Charisma + Intelligence = Leadership" is an antiquated and insufficient paradigm. There's more to leadership than what is easily seen. What we see executives do - driving for results, communicating to the organization, motivating individuals and teams, etc. - is the visible tip of the iceberg when it comes to leadership. 

Some leaders prioritize their products. Good leaders prioritize their people. Great leaders prioritize their purpose. 

Of course, results, communication, and motivation are all important. Of course, delivering quality products to your customers is important. Of course, taking care of people is important. But all of those are just chaotic noise until leaders first know themselves. Of all the things that leaders must know how to analyze and improve, their own psyche is the most challenging and the most imperative.

Throughout my experience in working with influential executives, I have seen a deeper, more personal aspect to leadership development - a side of personal improvement that's rarely seen by the rest of the organization. Lasting leadership starts from the inside out.

Introspection is not easy to begin with. On top of the intrinsic challenge of self-awareness, we need to add this universal social phenomenon; the higher we are in the org-chart, the more difficult it can be to receive honest and sincere feedback. All of those factors conspire to make self-scrutiny an onerous task for any executive. To accomplish this, the best leaders know how to dedicate and protect exclusive time for this practice. They refuse to fall into the "I'm too busy for that" trap. They don't wait for an opening in their schedule. They make it happen. Running on the treadmill of getting-things-done can feel constructive, but over time that can lead to counterproductive diminishing returns. A mentor of mine frequently reminds me of the 3 R's of good self-reflection: review, renew, and recommit. Great leaders know when and how to take a pause.

Scheduling is only the first hurdle of introspection. The real obstacle lies in reconciling any discrepancies between what they say they believe and how they actually spend their time and resources. The real issue is being honest about how they actually arrange all items in their priority stack. Confronting this reality creates cognitive dissonance. So, no wonder this is rarely done. That's not pleasant for anyone.

But great leaders are the ones who are not afraid to lean into the pain. They are prepared to tolerate any discomfort if it translates into meaningful personal growth. This is the real work of leadership. They know that without frequent inspection and reconnection, it's easy to drift away from the foundation of their core beliefs.

This process of introspection and self-reflection also equips leaders for the unforeseeable issues that inevitably materialize down the road. When you have fortified and centered yourself with your enduring values, it's hard for anything to unsettle your forward momentum. Those who find themselves lost when dealing with minor difficulties are the ones who don't take the time to recalibrate their moral compass. If you ever hear any leader say he doesn't need to dedicate any time to introspection and self-reflection, run away. Disconnect all professional ties with that person and never follow him into any endeavor. 

It cakes confidence, courage, and humility to change the person in the mirror. Owning our flaws does not reduce our power. In fact, it empowers us to grow. And that is the difference-maker between an effective executive and a mediocre manager. Great leaders repeatedly grow their organizations by first continuously growing themselves.