Don’t be afraid to learn how to lead

Leadership is fascinating — misunderstood by some, while fully grasped by others; recently redefined, yet always evolving; dependent on both art and science; and applicable in all environments, from business to not-for-profit organizations, as well as from the military to made-up teams for an afternoon's fun. It is also captivating because it is so personal — what makes you a successful leader is likely to be very different from what makes Don or Donna astounding.

Question: "Why should I study it when so many roads can lead to the desired destination?

Answer: "You study it in order to decide which roads to take and which to avoid."

Starting Out

Before writing anything else, I want to make certain that we are in agreement on four things: First, being a leader is not dependent on holding a position. Leaders operate at the rank and file as effectively (and ineffectively) as at the top of the hierarchy. Leaders are not defined by position.

Second, there is a difference between leadership and management. Key elements include time (leaders are more strategic), focus (leaders focus on people over things) and risk (leaders encourage their teams). Peter Drucker provided the classic quote: "Management is doing things right; leadership is doing the right things."

Third, like overlapping but distinct circles, individuals flow between leadership and management.

And, fourth, real leaders know where to position themselves — in front of the parade, in back of it, within its members or as a cheering spectator.

Without understanding these four — and becoming an engaged student of the field — the time you spend managing will far outweigh the time you spend leading.

Which Road?

Let's return to the Q & A above. In virtually all areas, knowing what to avoid is vital. Without knowledge (data), perspective (view), experience (scars) and emotional intelligence (people smarts), it is not likely that you will optimize your performance. By studying the field, you see how various individuals have guided their teams to success. You see what portion can be attributed to reliance on one's gut versus what part benefited from science.

In order to be successful, decide why certain strategies and tactics did not work. If you learn from both why things worked and failed, you will fly past your colleagues like they were running with concrete sneakers. You'll also maximize the value of your team and each person on it.

As you lead, you will experience failure. What you learn from these occurrences is likely to do more for you than what you learn from success. If you take the time to evaluate what went wrong and why, you will not only avoid similar situations in the future but better understand what to do in a wider variety of circumstances.

What next?

Becoming a leadership learner has components. It would be delightful for you to become proficient in every single one, but time does not allow it. Pick and choose from among them. Here is a list of 'roads' you can profitably consider:

• Studying those around you

• Assessing your glories as well as your scars

• Avoiding knee-jerk decisions

• Reading how-to books on leadership

• Reading biographies of leaders, both successful and not

• Availing yourself of education/training opportunities

The first three do not require external support; they are things that you can do by yourself. The second three require you to reach out for literature or learning events. I suggest that you select one from the first three and one from the second three.

The journey gets easier once you are on your way. When first learning to ride a bicycle, all attention is on starting, balance, steering and stopping. Once you have mastered these, you get to enjoy the scenery, even plan journeys. So it is with your leadership expedition.

Tom Berliner is the director of the MBA program at Aurora University. He can be reached at berliner@aurora.edu.