| Leadership is a transitory state that I call the | | | | resolution. For others, the zone is not tied to |
| Leadership Zone. We move into the zone or out it | | | | specific issues and they tend to stay in the zone |
| based on whether or not certain triggers or | | | | for longer periods of time. |
| conditions exist. Everyone's Leadership Zone is | | | | Other leaders: Is there anyone else playing a |
| different and so are our triggers. One of the goals | | | | leadership role? The presence of others assuming |
| I have in coaching is to get people to expand their | | | | a leadership role can affect whether someone |
| zone by expanding the triggers that help them | | | | steps into the zone. Someone may think that if |
| move into it. In my work, I have found there are | | | | someone else is providing leadership there is no |
| generally 5 themes that act as triggers. | | | | compelling reason for me to do it. Other individuals |
| Invitation: Some people will move into the zone | | | | feel the more leadership that is present, the |
| only when they are invited or nominated by | | | | better. Having multiple individuals exercising |
| someone else. They feel most comfortable when | | | | leadership is positive as long as there is good |
| someone asks them or encourages them to step | | | | alignment between the leaders. |
| into a leadership role. Other people are | | | | Disposition: Personality can play a big role in the |
| self-nominating. They proactively put themselves | | | | Leadership Zone. Some people by their very |
| into the zone by choosing to act. | | | | nature tend to seek out and move into the zone |
| Expertise: Many people step into the zone only | | | | and feel very comfortable in it. They have a |
| when it relates directly to a perceived area of | | | | history of taking leadership roles and find it |
| expertise or competence. For example, if they | | | | gratifying. Others are more reluctant leaders. |
| are technical experts, they step into the zone | | | | They may be shy or uncomfortable in the role. |
| around technical issues. Others will step into the | | | | For them to move into the role means |
| zone in areas that they are not an expert, or | | | | overcoming personal barriers or dealing with |
| even in areas that they may be uncomfortable | | | | perceived risks. It can take an act of will or |
| with. | | | | personal discipline for them to step into the role. |
| Issue driven: People can step into the zone to | | | | By knowing your Leadership Zone triggers you |
| solve a problem and then exit the zone when the | | | | can consciously activate them and expand them |
| problem is solved. Or, a particular kind of issue | | | | to improve the amount of time you spend in the |
| that is important to them can trigger their entry. | | | | zone and your overall impact. |
| Their zone is very transitory and tied to | | | | |