LEADERSHIP: NEITHER BORN NOR BRED

Published: 2009-03-23   please add a comment below

What do Kim Jong-il, Margaret Thatcher, Bill Clinton, Carly Fiorina, Dick Fuld, Lakshmi Mittal and Conrad Black have in common.  Yes, fame (or infamy). But, not necessarily life stories.  For me, the link is their role as potential exemplars in the debate about leadership being either the result of "nature" or of "nurture".  "Nature" being about genes, family and early life; "nurture" about job experience and training.  So, which is the dominant driver of your leadership approach?

There's evidence for the "born" or "nature" position.  Winston Churchill being an example: the descendant of a great family.  But, in the West, this path is less evident today.  Though, Lachlan Murdoch might be adduced as contrary evidence.

There are also "natural" leaders (from any background), who have it all: charisma, intelligence, interpersonal skills, ambition and so on.  But, in my career, I've known several such politicians and business people, who've failed.  Their gifts leading to some misjudged combination of pride, laziness or assuming others are like them.

On the "nurture" or "bred" side are those of us, who lack both golden genes and silver spoons.  We seek education, challenges and role models.  And, over time, hone a leadership approach.  We too can do well; but also fail.  How come?

For me, the central issue is that both the "born" and "bred" lines miss the point.  First, there's no single thing called leadership.  In a crisis, you need speed, decisiveness, authority - and often significant courage.  In quieter times, it's more often patience, consultation, delegation - and a sense of humour.  Which type are you?

Second, leadership is not about us, the leaders.  It's about the people we're leading.  And the situations they face.  Too much leadership training, profiling and evaluation gives the impression we're at the centre (and yes, I like attention as much as anyone).  But, the core skill is understanding what our team members need: it's their profile not ours.  And, diagnosing and responding to the business challenges they face.

So, my question above ("Which type are you?") is a trick one.  We should be neither; but, capable of both.  So, how?  Whatever your challenge today, start by making a plan.  Given these colleagues, and the terrain and weather they face, what are their concerns: what do they need me to do?  Not much about my formation in that!

Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership^®