The Leader’s Character and Impact: Inextricably Tied Together

• Are you having the impact you want to have as a leader?
• Is your team operating at top productivity?
• Are you clear on how to lead others?
• Do you have a clear idea about what you are leading toward?

If you answered yes to these questions, then perhaps you can skip to another article. But if you are not sure, or if you need a refresher, or if you envy the results of other leaders, then read on!

I personally have held many leadership positions. And I am pretty sure I have done a poor job at times. In fact, I think that most times I was only a leader by virtue of being willing to take on responsibility when others were not. Now that I regularly conduct leadership training, I am shocked at how many people rise to leadership positions because of longevity in their professional positions and how few educational or professional training programs teach people what to do when they do rise become leaders. 

What is also somewhat of a shock is that most of the life skills, the soft skills, that mental health professionals teach, when they reach beyond remediating mental illness, are actually what leaders need to know. Consider this list of leadership training topics:

• Creative Problem Solving
• Creativity and Innovation
• Communication Skills
• Conflict Resolution Skills
• How to Build a Team
• Influencing Skills
• Building Resilience
• Change Management
• Taking Care of Ourselves During Change

While I am sure that there are many other abilities that leaders need, what is really impressive is the apparent need for leaders to learn more than their “content expertise” in order to lead or manage people well. What also impresses me is that each item on the list includes the need for good character. However great I am at computers (or nursing, or finance or laying tile or building widgits), if I want to lead my people, they need to know that

• they can trust me
• I have their best interests at heart
• I have their backs
• I will regularly talk with them – about their work/needs and about what’s going on in the company
• I will not sell them out
• I will work just as hard as they will and will do my best
• I will tell the truth
• I will expect them to do their best at what they are best at
• I will consult them in areas of their expertise, and not exclude them
• I will know enough about their personal and work needs to support them.

In other words, if I am not having the desired impact as a leader, perhaps I need to ask myself if, in addition to the skills of my profession, I am exercising the following character traits:

• Trustworthiness
• Integrity
• Perseverance
• Appreciation
• Kindness
• Determination
• Trust
• Self-Control
• Transparency
• Openmindedness
• Kindness
• Responsibility
• Authenticity
• Respect
• Fairness
• Humility
• Generosity
• Gratitude

“Called” to Lead

Leaders lead best when they understand “calling” and “vision,” and when they find ways to align the two for themselves and for those who work for them. Leaders need to:

• Discover their “Calling” – know themselves, who they are, what most interests them and what they are best at. Sometimes we refer to this as their “calling” – where their greatest joy or desire meets a great need in the world or in their company or organization.
• Align their “Calling” with the Company Vision – Imagine how much more energy leaders would find for their work if they could discover ways for their personal “calling” to align with the company’s vision and values!
• “Call” their Reports – know what most interests those who work for them, where their greatest gifts and passions lie, OR
• Support their Reports’ Discovery of “Call” – invest time in helping their reports to discover their “sweet spot” or “calling.”
• Align their Reports’ “Calling” with the Company Vision – The same is true for employees as for leaders – that is, imagine the increased motivation for working for the company and reaching company goals if the employee’s sense of personal “Call” aligns with the company’s vision and their work responsibilities.
• Reflect Frequently – People are less stressed and more motivated when they are living their lives intentionally. But intentionality requires stepping back periodically and reflecting on vision, calling, and how best to align the two in one’s day-to-day workplace activities.
• Ensure Time for Small Group Reflection – Relaxed and intentional time also needs to be set aside for group reflection on vision, personal calling, and aligning the two for each person in the workgroup.

“Callings” or “sweet spots” engage the whole person: spirit, soul, intellect, emotion, and relationships. Creativity experts assure us that engaging the whole person is necessary for innovation, and that companies cannot survive in today’s business environment without making creativity part of the DNA of their organization (Tom Peters). Wouldn’t you like to work in an organization that called out and enabled your greatest and most heartfelt gifts? How about you take the first step in ensuring that those who work for you get that opportunity as well!