Feature: James Scouller PAGE 12 | Business Executive | Issue 123


Leading to your full


James Scouller outlines some common beliefs about leadership and the purpose of a leader


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any people hold unhelpful beliefs about leadership, usually unconsciously – such beliefs hurt their performance as leaders or they are even capable of blocking them from becoming leaders at all.


If they can let go of these unhelpful beliefs and replace them with ideas that are more useful, their performance can soar. There are two common problems: first, how you see leadership itself; second, how you see the purpose of a leader.


The big question It isn’t easy being a leader; unlike other roles you may have held, you can’t hide, and everything you do is visible. Few leaders feel ready for the role when they first step into it; they quickly become aware of the extra pressure and exposure. But, ready or not, others will expect them to make a difference. If the leader doesn’t meet expectations they can expect criticism. Unconsciously, most leaders know this, which leaves them exposed to the fear of failure and feeling inadequate. Many leaders make it harder for themselves: they haven’t


prepared themselves well for leadership; some even assume they don’t need to go on learning once they are in the top role. Leaders who believe that once they are promoted to the number one slot they are now the finished article (or must pretend they are) have a lot to learn in the school of hard knocks. Also their organisations and colleagues are probably in for a bumpy ride. This leads to a big question: why do so many leaders arrive in their role under-prepared, not knowing how to behave or perform to best effect? But ask yourself, have you ever discussed what leadership is and why the role of leader exists?


What is leadership? What does the word “leadership” evoke? There are answers like “vision,” “greatness,” “inspiring,” “Winston Churchill,” “Superman” and “awesome.” The underlying idea is clear: leadership is a major heroic challenge needing exceptional qualities. But do most of us believe we have these qualities? Perhaps not.


Leaders who believe that once


they are promoted to the number one slot they are now the finished article (or must pretend they are) have a lot to learn in the school of hard knocks


This leads to negative results. It is not surprising that many


leaders see the leadership challenge as intimidating, and privately fear that they may not be up to the task. Their sense of unease increases and they feel anxious about being inadequate. If a person cannot define leadership in a practical and helpful way, they are at an immediate disadvantage. Yet most people do struggle to define leadership. If we hold an unclear idea of leadership, it becomes harder to lead


well; it creates unrealistic expectations about the impact we ought to have as leaders. Also, if we have only a vague idea of leadership, it’s impossible to know if we are doing a good enough job – you can’t measure yourself against something that’s undefined. The result? Anxiety, stress and reduced performance. We need to define leadership in a practical way to help leaders


JAMES SCOULLER , is an executive coach and a former CEO. He understands the pressures leaders face.


perform better in their role. Leadership is a four-dimensional process. It starts with defining a purpose; this often appears in the form of a vision for the future. But it’s also about making that vision happen – creating a plan of campaign, solving problems, dealing with unexpected events and unpleasant surprises, finding the right resources and so on. However, it is people who make things happen, so the third and fourth dimensions are directed at them. The third recognises that it’s essential to create a sense of “us” so that people collaborate and support each other to create a team spirit. Groups are made up of individuals who differ in their experience, skill, knowhow, ambitions and resilience. So within the group, or the fourth dimension, leaders also have to pay attention to people, as individuals. Leadership is about paying attention to all four dimensions simultaneously.


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