Today, I want to share a framework for thinking about personal development as a leader. It’s a “Lead, follow, or get out of the way” approach that shines the spotlight on the personal habits that grow leaders into a position of effectiveness. Here you go:
When it comes to personal leadership development,
you are a content consumer, a content producer…or irrelevant.
Growth – the Seed of Influence
Personal leadership development is the combination of activities, interactions, and thought refinement that improves a leader’s ability to create effects in his sphere of influence. Personal reading and participating in organizational leader development programs are certainly part of this process. But so is writing, engaging with peers and mentors, and introspectively sharpening one’s own leadership beliefs. These activities make up some portion of the leader’s day to create habits that move the needle towards effectiveness and away from stagnation.
Effective leaders have some balance of content consumption and production. They seek leadership insight from books, articles, and the people around them. They ask questions to drive their growth. They contemplate and refine their own leadership talents, then they use the resulting growth to produce positive effects in those around them. They talk about their own leadership journey, perhaps through professional writing. They apply the lessons they learn and share resources. They are a catalyst for leader development.
It’s possible to be a consumer but not a producer (think about the quiet bookworm who never leaves the office or a follower who fails to pass on what he learns from his leaders.) But producers…that is, people who are generating a positive impact…are rarely absent some component of leadership consumption in their lives. They know that quality input fuels meaningful output and they shape their habits accordingly. (In light of this, the debate about whether or not leaders are “born or made” is irrelevant. Better leaders are definitely made.)
But those who chose to neither consume leader development content nor pass on practical lessons to others…are irrelevant. They don’t move the ball down the field and they don’t become better players. They are often characterized by the proclamation, “I rely on my experience to get the job done.” With respect to leadership, they are holes in the organization, perhaps even a drain to those who are really carrying the team forward.
Which camp are you in?
Since you’re reading this post (and I sincerely appreciate that you are), you at least fall into the Consumer camp. The question is whether you are reaching your potential when it comes your own leadership development. Here are some questions to challenge your introspection on the subject:
- Have you prioritized your consumption of leadership content as a critical factor in determining your influence?
- In what ways could you better translate the lessons you are personally learning and transmit them to your sphere of influence?
- How are you verifying that those you lead are passing on your input to their subordinates?
- If leader development is really a priority for you and your team, how are you checking to ensure your followers are developing the right habits to facilitate growth in the right areas?
Is leadership stagnation a “fireable offense” in your organization? If not, how are you keeping your growing leaders from being dragged down by the unmotivated?
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