LEADERSHIP...from Behind

A recent issue of TIME magazine focused on Nelson Mandela’s 8 Lessons of Leadership while trumpeting his 90th birthday. Of those eight, one stood out for me when I consider all of the people I train in the area of leadership. So many tend to ask me about how to coax their direct reports into doing the things they need to get done. The biggest dilemma seems to be getting people to stop wasting so much time doing things that won’t get them or the department any closer to the goals established by leadership. Employees seem to miss the urgency in getting things done in a timely manner or at all. They don’t seem engaged in the work they do, and if they actually get around to doing what’s required, it’s done with a minimum amount of effort. They whine and complain about everything and everyone else while neglecting their own accountability in why certain tasks are not completed. Got anybody like that in your group?

Mandela’s third lesson is “Lead from the back—and let others believe they are in front”. Mandela references his childhood and the summer days when he used to herd cattle. He says, “You can only lead them from behind.” What an excellent analogy. The story goes that when Mandela was the president of South Africa, he was the type of leader who would gather his cabinet together and allow all of them to have their say. Even if they shouted that he wasn’t radical enough or didn’t move fast enough, he would only listen. When he finally did speak, he would slowly and methodically summarize everyone’s point of view and then share his own. In doing so, he would persuade them to see things his way. Because he was subtle in his approach, he would win folks over to his side while making them think his idea was theirs.

Leaders who take a directive approach in trying to get their people to take action usually don’t create leaders, they create followers. Rather than allow people to express their opinions or offer their own ideas, directive leaders make demands and tell people what to do. They think their way is the best way or upper management’s way is the only way. They take a “do as you’re told” attitude or “this is how the big boss wants it”. Sometimes, the people in the trenches are the ones with the best ideas because they have direct contact with customers or they know what will help them to be more efficient. Yet their ideas are heard but not acted upon, or worse, totally dismissed. With this approach, the leaders are not creating new leaders, they are developing followers. People will give up being creative and helpful and will resort to doing as they are told. The really good ones won’t last long. They’ll pass their resume around to other companies who have built a culture where new ideas are welcomed and encouraged.

The best leaders know that sometimes they can coax their direct reports forward by not standing in front and saying follow me. But they can stand with the group and say, “Take me where you want me to go. Help me to see what you have to offer, and we’ll determine if and how it can help the entire department, division and company.” As leaders we must put our egos and our insecurities in check so that we can allow others to blossom as leaders in their own right. This is not a manipulative move. It is a wise move that requires skill. Only a confident leader can pull it off.