Dear Leader,
You’ve been granted authority…
You have real influence…
People trust you…
Therefore…
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I once wanted to be known as the life of the party. I’m funny, quick-witted and actually kind of silly at times, but these days people seldom see the real me. My family does, and often the people I work with gets to see who I really am, but except for occasional bursts of randomness the rest of the world thinks I’m always serious, always thinking about something purposeful or profound. (Social media has helped with that some.) I had to come to the realization that I’m an introvert and, in crowded settings, I most often shut down the wild side.
Knowing who you are is the first step to becoming a person of influence.
The longer I lead and manage people, the more I realize that the most important element in leading and managing people is….
Wait for it…
Have you forgotten that principle?
Leadership is about people. It’s relational. It depends on learning how to interact with people, how to encourage them, how to have healthy conflict, how to recruit them, and how to keep them informed.
You get the idea.
That’s not new information, but the problem is that every decision a leader makes impacts people. Some make the leader popular. Other decisions make the leader unpopular. Therefore, it’s easy for many leaders to become people-pleasers, trying to make sure everyone is happy. Other leaders go to another extreme and become a controlling leader; never allowing anyone input into the leader’s life or the decision making process.
One solution for me has been to do a stakeholder analysis of the situation. When I consider the person’s interest and power or influence in the organization, it can help the way I respond in making the decision, who’s involved in that process, and help us stay focussed towards the mission, while still valuing people.
This diagram shows a typical stakeholder analysis model:
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