You can acquire strong leadership skills, no matter where you are on the organizational ladder.
S
teve Jobs had barely made the announcement that he was step- ping down from Apple,
and almost instantly, the Internet and social-media sites lit up. People wrote glowing tributes to the man who seemingly single-handedly revolutionized the computer industry — not to mention the world of telecommunications, music, and movies. Certainly a lot of the attention had to do
with Jobs’ highly personal style of leadership. It has been reported that he was involved in every high-level decision at Apple. From a percep- tion perspective, Jobs and Apple were almost synonymous. People have long associated Jobs — in his signature black turtleneck, wire- rimmed glasses, and blue jeans — with Apple. Yet despite his deteriorating health, the brand has only gotten stronger. So, what exactly makes someone a good
leader? Just about everyone has a different opin- ion. And if you take a look at the top leaders in any industry, you’ll find many differences in their style, strengths, and weaknesses. What de- fines a successful leader depends on the industry, the organization, its culture, the goals they are looking to accomplish, and the challenges they face during the time they are at the helm. For instance, some have reported that Jobs
wasn’t the easiest person to work with — not necessarily an attribute you expect to find at the top of a “Principles of Good Leadership” list. Perhaps it was his fierceness and dedication that inspired such loyalty within the ranks at Apple.
10 pcma convene October 2011
Loyalty is, after all, a hugely important attribute in the hyper-competitive technology world. There are, however, a few fairly universal
leadership qualities, such as being able to engage people in a shared vision and carefully balancing the short-term with the long-term. Good leaders need confidence in themselves and the courage to follow their instincts. But as important as it is to be tuned in to yourself, as a leader, you also must be tuned in to the outside — keenly aware of the needs of your organization, industry, and colleagues. Then you must be agile enough to deliver on those needs, and if you can’t, to be humble enough to draw upon those who can. I believe that one of the most important
hallmarks of a good leader is enabling people to become leaders in their own right. It’s often the everyday leaders among us — no matter where you sit on the org chart — who are the most effective. And certainly, the cumulative effect of everyone maximizing their strengths helps your organization and our industry as a whole. Leadership isn’t something you are born
with. It’s a skill we all need to develop on an ongoing basis. How can PCMA help you to become a better leader and cultivate leaders on your team? Write me at deborah.sexton @pcma.org. n
WE’RE ALL LEADERS: How we’ve chosen to name PCMA’s annual meeting — Convening Leaders — demonstrates our belief that each of our members has the power to be an effective leader. Make sure to check out our 2012 Conven- ing Leaders preview on p. 73 for a sense of the topics that general session speaker Juan En- riquez — chairman and CEO of the life- sciences research and investment firm Biotechonomy, and founding director of the Harvard Busi- ness School Life Sci- ences Project — will address on Tuesday, Jan. 10, at the San Diego Convention Center.