| In coaching clients on Leadership we've noticed an | | | | You'll Know it When you See it |
| early sticking point. Though different people give | | | | And you can see it and feel it. If you've ever |
| different reasons, there is a common theme: at | | | | been lucky enough be present when somebody |
| this point, the clients seem to be showing | | | | 'gets' it, there's a visible and palpable difference in |
| resistance to 'stepping up' to Leadership. They of | | | | the way they talk, move and hold themselves |
| course don't accept that it's resistance; from | | | | from the way they did before. What that |
| where they stand it seems impossible to assume | | | | difference is, will be different from person to |
| Leadership, '...until...' | | | | person. Some get louder and more obviously |
| Here are some of their 'untils': | | | | forceful; others may remain quiet and unassuming |
| "Until 'they' accept my role, and I am officially | | | | - but you'll still be able to see the difference. |
| 'anointed' as leader"; "until I've got 'all my ducks in | | | | When you've experienced this state change for |
| a row' - finished everything I have to do"; "until | | | | yourself, you may finally realise that what you |
| I've managed some tricky interpersonal issues"; | | | | have been calling Leadership is mostly actually |
| "until I've got somebody in place to replace me | | | | 'management' - at a very senior level maybe, but |
| 'doing' all the tasks I'm currently spending all my | | | | 'management' nevertheless. Leaders are as |
| time on"; "until I've got my MBA"... | | | | different from managers, as eagles are from |
| It's as though they regard growing into leadership | | | | chickens - both essential, functional in their own |
| as an incremental process - a place you get to | | | | way, but different creatures. And, just as good |
| after completing all the prior steps. In fact we've | | | | managers aren't necessarily good leaders, so |
| met people who assume that because they have | | | | great leaders aren't always good managers. Once |
| mastered a busy and complex managerial job, | | | | you know they are different skill sets, and have |
| they are now qualified as a leader - as if it's the | | | | experienced the difference in 'feel' between them, |
| next step on the career ladder! | | | | then you are well placed to assess your |
| A 'State Change' | | | | weaknesses and create a development |
| But growing into leadership isn't incremental - it's a | | | | programme to fill the gaps. |
| 'state change'. It doesn't take time; it takes a | | | | The Challenge of Being Both! |
| transformation - of outlook, courage and focus. | | | | The real challenge for most of us is to manage |
| Most of us still have to 'manage stuff', even after | | | | the transition from management to leadership, not |
| assuming leadership - we don't have the luxury of | | | | on a one-time basis (for we don't have that |
| having staff to delegate to, and time in the diary | | | | luxury), but from moment to moment, day to |
| to 'be a leader'. So management is different from | | | | day, as the requirements change. We need to |
| leadership - not better or worse, just a different | | | | learn to be both. To be able to do that, we need |
| state. What's needed is the kind of state change | | | | to have experienced the difference, so we can |
| that happens (hopefully!) when you realise you're | | | | feel what state we're in, and check that's it's |
| the only person who's noticed the house is on fire! | | | | appropriate to the situation at hand. And in |
| You don't wait for permission, or to have your | | | | answer to the question, "When will I be ready for |
| position ratified, or for people to like and accept | | | | Leadership?", our answer is "Right now - if you |
| you - you take control and do whatever needs to | | | | really want to be! |
| be done to put the fire out! | | | | |