Are People Born Leaders or Do They Learn Leadership?

As a leader, do you continue to 'practice' the art of leadership? 


Leadership is not an innate trait that you're born with. It can be learned. The key is to practice before you have the official title.  In fact, even leaders in the role need to continue to practice.  Start by focusing on the choices you make now, such as who to put on your team or who needs to participate in your projects. Recognize that you likely don't know everything. Making decisions based on incomplete information is a skill that every leader must master. Once you've acted, ask yourself: Was that the right decision? Could you have done something differently? This will get you comfortable with making decisions, acting upon them, and reflecting on their outcomes. Then, learn from your inevitable mistakes. You will build knowledge and skills as you work up to the larger decisions with broader consequences that all leaders have to make.






Adapted from "Wilderness Leadership—on the Job" by John Kanengieter and Aparna Rajagopal-Durbin.

Planning Strategically for Meetings

As a leader, are you planning strategically for your meetings?

From the moment you send a meeting invite, as the meeting organizer you are responsible for setting the right tone and making the meeting a success. Here are three things you should do before people get in the room:

• Clarify the objective. Make sure people know why they're invited. If it's to make a decision, give participants the time and materials they need to prepare.
• Prep important people. Talk with key participants about agenda items ahead of time. You may hear insights that could change how you run the meeting.
• Include everyone who needs to be there.  Think carefully about who needs to be there.  Who truly cares about the topics?  Who has valuable knowledge insights?  Who might bring valuable divergent thinking to the group?
• Expect full participation. Ask attendees to do their homework, come with relevant materials, and show up ready to contribute.

Adapted from Guide to Project Management (HBR OnPoint Collection).

Leading Meetings When No One Wants to Talk

As a leader, how do you handle meetings when participants don't want to speak up?

Discussions during meetings can be feast or famine. Either you can't get a word in edgewise or no one speaks up. Next time your meeting falls silent, try these tactics:

• Let it be. Wait a moment before breaking the silence and offering a suggestion. The group may need time to reflect on an idea.
• Name it. Call out what's happening, and ask the group about it, "It seems we've gone quiet. Does anyone want to talk about what's going on?"
• Take a break. Sometimes a short break gives people the chance to refocus.
• Think facilitation.  Rethink the processes used in your meetings.  Do your meetings included facilitated discussions?  If not, this might be just what you need to balance the amount of conversation.

Adapted from Guide to Making Every Meeting Matter (HBR OnPoint Collection).

Admit what you don't know

As a leader, are you able to reveal your weaknesses in order to build a stronger workplace?

Leaders who insist on making all the decisions often find themselves with disengaged employees. If people aren't taking charge in your organization, your leadership style might be the problem. If you have an overly directive approach, take a step back. Acknowledge your failings (whether they be your knowledge base or a particular skill set) with your team. Share your personal and organizational goals. Then, admit that you don't have all the answers and you need your team's help in reaching those goals. This will give your people room to actively participate in the organization's success. This act of humility is often seen as courageous and inspires others to follow suit.

You can extend this idea to actually inviting some individuals to take on certain roles.  For example, if you're bad at remembering the social aspects of the workplace, ask for a couple of volunteers to take on this responsibility.  Another example might be asking for a volunteer or two to help identify what's missing from conversations at meetings.  Certain individuals could be asked to help the group identify perspectives that may be missed when your team gets together to work.  By engaging more staff with important workplace roles, you're sharing the responsibility of leading the school/organization.  You're building capacity, and you're ensuring the workplace is a healthy environment in which to work because responsibility is shared.


Adapted from "Fire, Snowball, Mask, Movie: How Leaders Spark and Sustain Change" by Peter Fuda and Richard Badham.

As a leader, how do you engage your staff?

Engaged employees are essential to a leader's - and organization's - success. Without staff who care about, participate in, and take ownership over the work, even the best leader will flounder. Here are three ways to win your staff's engagement:

• Be modest. Share both your mistakes and your successes. Staff will see that you're both human and don't have anything to prove.
• Show that you're listening. People tune in to body language. Manage where you look and what you do with your hands so that staff know you're paying attention.
• Don't have all the answers. Leaders should catalyze problem solving. Be willing to admit that you don't know what the answer is and invite your team to toss around ideas.

Adapted from: How to Cultivate Engaged Employees by Charalambos A. Vlachoutsicos