Some events have transpired recently that made me stop and ponder this topic of leading when one is not a leader. I am not referring to the process of becoming a leader or learning the skills to become a leader, although following these precepts will certainly help one to become a better leader. I am referring to the scenario of being a part of a team, group, or unit and not actually being the designated leader of that entity. I have come across this in the accountability groups I have run and have put a lot of thought into the successful groups and projects I have been a part of.
You could also call this teamwork, but I think that if everyone has leadership in mind, then they will be thinking of how best they can serve their fellow members in the group and the group as a whole
This topic gets especially sticky when the individual leading the group might not be as skilled or seasoned as some of those whom he/she is leading. Following are 5 principles that I have found to be critical to the success of a well-run and execution oriented team.
1. To Be A Good Leader, You Must Be A Good Follower.
I heard this phase many, many years ago. I am not sure who said it, but how true it is. I think about this quote, regularly. It is easy to get a big head being a leader. Then to get thrown into a situation when you are not the leader requires some humility and reflection on your years of experience. I find that when I have been thrown in these situations, I need to reflect on my experience and how I wish certain team members had behaved when I led them. And then try to be that follower that you wish others had been when you were in leadership. The same advice is true even if you have not been a leader. Think about the behaviors you would want people to exhibit if you were leading them, and emulate those behaviors.
2. Foster Creative Conflict
One of the worst things that a leader can experience from a group is silence. “Yes men” are the type of people that just agree with everything and will not voice their opinions, or just not say anything. In order for innovation to transpire, members in a unit need to ask questions, explore different ideas, and just speak-up. I tend to follow the notion that no idea is a bad idea. Ideas in a group that foster positive conflict; can be the seedlings to amazing ideas and progress. Even a poor idea can bring about great ideas from other members. In a sports team, every member of the team must perform in order for the team to succeed. This is not different in a business unit. One person that does not voice ideas or just agrees with everything is not a valuable unit member and generally causes more distress and work for others. By asking questions, giving feedback, and giving ideas, you will be respected as a valuable member and leader within the group.
3. Know When To Say When
One of the bi-products of positive conflict is the possibility for members to hold on tight to their own ideas and not let go, even when the rest of the group has rejected the idea. Just because you think you have the best idea in the world, if the rest of the unit does not agree, than it is your responsibility to convince others or let it go and move on. By doing this you will be respected as a contributing member and a leader within the group..
4. Fulfill Commitments
A unit, as the one I am describing, is only as good as the fulfilled commitments of the individual members. Good leaders know how to execute. If you want to separate yourself as a leader within a group, fulfill your commitments to the group and to yourself. Not fulfilling your commitments, does not just halt progress, but it can cause others distress and more work. Just because you do not do your job, does not mean the deadline will magically move farther away. It should be understood in certain groups that emergencies can happen and the group should be supportive, but proper communication and making sure that these occurrences are the exception and not the rule will bring respect from your team members and show others that you care about the team and the objectives.
5. Distinguish Appropriate Public and Private Communication
No leader, or for that matter, anyone, likes to be publicly humiliated. Questioning a leader publicly on their leadership tactics is just, well…rude. It is important to know when to contact the leader to privately discuss concerns and when to do that publicly. As a general rule, if the concern involves how the unit is run, contact the leader privately, if it involves the objective of the unit, do it publicly, so others can contribute. If in doubt do it privately. Discerning this will help avoid uncomfortable situations that demonstrate poor leadership. A good leader will be very grateful for constructive criticism. Good leaders also know how to give constructive criticism. Everyone in the team must take responsibility for the success of the team. So whether you have an idea to improve the “widget” or you feel the leader needs to run the meeting differently, the importance of the feedback is invaluable in all aspects. Giving feedback and receiving it gratefully, will help distinguish you as a leader and valuable contributor.
By following these principles of leadership, while being led, will help your group be successful and the experience more enjoyable for all the participants. I’d love to hear any other ideas you might have. Please leave a comment below.
About Todd Nielsen
Todd, how do you follow when your “leader” is insecure and does not encourage or even accept conflict or any feedback that isn’t “yes man” in nature?
Behind every great leader are great followers who also lead in their spheres of influence in the organisation/social system, thereby adding value to the overall societal or organisational value chain, and thus sustaining the critical mass and momentum which then builds up as organisational or system success. A good leader recognises this and celebrates it always!
If I was looking at this from “work manjit” view, I would agree more or less with the points you have outlined, but when I look this from society view, the two additional things that spring out regarding leading without being a leader are:
1. Power behind the thrown (Indirect Leadership)
People who believe in causes or something above and beyond themselves, often provide leadership without wanting to be viewed as a leader. This leadership could be called “power behind the thrown” because it is chiefly advisory power, but not direct leadership. This indirect leadership is something I have seen by those who want to contribute to change but stay out of the limelight – it is the domain of the silent giver – that individual who makes a contribution leadership, much as a secret donor provides a contribution of an undisclosed sum.
2. Power Behind the Thrown (The Wife and Motherhood)
A secondary source of power behind the thrown is captured by the expression, “behind every great man is a great woman”. It is an expression which should be challenged in our day and age because there should behind a great woman these days, a great man. Putting aside who makes who great, the traditional role of a wife is a leadership role. In political life we can point to Abigail Adams who was involved in leadership while her husband John Adams was the leader. This exercise can be repeated in all professions and walks of life – this is the cultural power behind the thrown – and motherhood is a form of leadership, whose tending we do not think about, which isn’t seen as a leader, but is completely immersed in leading, even if some may refer to that as nurturing. In our century, the rise of the house husband is just as important a form of leading, without being the leader – this role is a personal choice, but it has always been a cultural reality.
M.
Great!
Great post Todd, I think great teams are full of leaders but generally have only one ‘captain’.
Great post Todd. I’d love to have you drill down on “fostering creative conflict.” In my opinion, creativity is lost without it. I’ve also noticed how the balance of power shifts in a group where “parity” team members (those whose opinions are valued)move on to other departments or other companies. There’s a gap left and it becomes a condition where everyone essentially follows the leader without any push-back in the least.
Yes, Conflict …. I could talk about that for hours. Been meaning to “drill down” on that for some time. Thanks for the comment and reminding me, that I need to do it.
Thanks,
Todd Nielsen
Big addict with this website, a large number of your posts have definitely helped me out. Looking forward to news!