Leading Without a Fancy Title

When I meet a new leader or young leaders I often hear them complain that nobody listens to them. That nobody wants to implement their recommended changes, and that it’s sometimes easier to work within the confines placed on you by your immediate leadership or the Chain of Command. My response is always the same, “what are you doing to lead your leaders?”

Leadership is more than just a job title or rank (position within an organization), but an ability to influence those around you and make positive changes for the people you are mandated to serve. Leadership is not just about who attends what meeting and who can tell who what to do, but who is getting the team and your section closer to reaching a goal or maintaining excellence. To do this you must learn to lead your leaders.

Leading your leader is not much different than leading your team, but it does require a  tact, professionalism, and deep understandings of your organizations mission. It’s desired end-state (or ‘state of excellence’) for the environment in which you currently work. Excellence is defined differently for a department in Germany and one in Japan. Understanding the ‘excellence’ definition is crucial to leading your leaders – This is no time to shoot from the hip.

1.  What is your organizations definition of excellence? Ensure that it is specific to the current mission, you specific section and is nested with at least two leaders above you.

2.  What is your sections role in reaching this level of excellence or mission success?

3.  What is your section currently doing that is hindering it’s ability to function at peak performance?

4.  How can your team do it better?

5.  If your recommendation is implemented, what other sections will be affected?

• For example, if you believe your team needs to work late one day to ‘catch up’, will you let them come in later than usual the next day?
• If not, how will this affect their performance the next time you need them to do something outside of the norm?
• If you let them come in at 10:00 am instead of 6:30 am, what obligations are you excusing them from that may cause problems for the individuals in your section or for people outside of your section?

6.  After considering these initial, second, and third order effects, will this recommendation truly help your team move closer to ‘excellence’?

This part is crucial and poor execution may harm any potential for future opportunities to lead your leader. Please read carefully and execute accordingly. You must consider time constraints, current rapport with your leadership, and outside factors before moving forward. For example, if your immediate supervisor cannot make the decision you are requesting do not take that response as you being shut down. Allow your leadership the opportunity to present the same recommendation to his/her leadership if required.

• If yes, ask your boss for some time to discuss the issue. If your boss isn’t used to you making recommendations it is important that you ask him/her for a block of dedicated time so you can fully explain your recommendation. This opportunity will give your leader an opportunity to ask you questions and to show him/her that you have fully thought this through. Even if your recommendation is not taken, you will undoubtedly have gained the respect of your boss and will be included in the next conversation as it relates to change or planning. Essentially, you still win.

I have seen way too many new leaders get frustrated at this point. The ever popular, “well, I tried to tell him how it could be better in the past but he blew me off!” or the “I’m not going to waste my time, they never listen to anything I say.” This is a cop out and in my experience, this person only wants to pretend they tried, rather than actually trying. 

• If no, then in my experience you have gained a broader understanding of your sections mission and the larger requirements of your organization. This understanding will help you in the future make other recommendations or help your boss plan as they prepare for a new mission or requirement.