Organization

Not Qualities of Being A Leader | Leadership 101

For the basic term, leaders bring the best out of his people. Leaders are the ones who formulate plans, implement actions, and accomplish goals. They are the ones who delegate tasks for the purpose of fulfilling the short-term and long-term goals. Whether it is about medicine, corporate, military, engineering, legal, education, school organization and the list goes on, leadership is and will always be there.

Back in the old days, let us say the Stone Age or the Paleolothic Era, a leader is identified based on his size or the big muscles surrounding his body because it manifests power and endurance to provide resources such as food and shelter. It radiates, also, the ability to protect his people from harms and danger.

As generation change, the basis of identification of who deserved to be a leader also change. As the Industrial Age approached, the basis of who should be a leader went from “strength” to “competency” or the “scale of knowledge and ability to perform” in his subject. In this age, different professions and disciplines such as engineering, medicine, business, marketing, advertising, etc. arose. The identification of who should be a leader was identified based on his knowledge and ability in his discipline. It was based on his competency.

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“It is not enough that a leader possesses only competency because this generation is continually evolving to more and more intense competition.”

Although, the use of competency in identifying who is the leader is still used nowadays, it has become much complex. It is not enough that a leader possesses only competency because this generation is continually evolving to more and more intense competition. Therefore, the necessity to do and achieve more is in its highest peak. If you do not know how to engage properly in your people, you will lose them and they may eventually go to your competitions which you do not want to happen.

As I said earlier, competency is not enough, you should have a skill to handle people, too.

There are only two things you need to become a leader and this applies to whatever organization you belong to. The first one, as I said earlier, is your knowledge and skills in your discipline. And the second is your people-management skill. The latter is easier said than possess. Anyhow, I will not go into detail about that.

My topic is about the undesirable qualities many leaders possess.

First is MICRO-MANAGEMENT. 

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“Often, leaders who are micro-managers do not believe to the power of letting their people do their tasks based on their own ways.”

Most leaders, in fact, 70 percent of leaders are still using the micro-managing type of leadership. I am not saying this type of leadership is wrong but you may not wish to do it if you want you and your team to achieve your goals in the long-term.

Micro-managing is a type of leadership where you give all your members and your people all the instructions they need to perform their specific tasks. The micro-manager just gives all instructions, even small ones, to his subordinates. He just commands and commands his members.

He is just telling them that, this, this is your duty and this is what you need to do.

While this may sound appropriate for the new members of your team, working this type of leadership in a long time will prohibit growth and development to your people.

Why?

Because you are not letting them to improve their analytical and decision-making skills as you are not giving them the opportunity to make ones. Give them the time to express their own ideas and own way of achieving their objectives and you will be amazed how great their ideas are. People is good as you are.

Second problem is the QUALITY OF A CREDIT-SEEKER.

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A true leader is one who does not expect anything in return for bringing the best in his people.

As a leader, he is entitled to give his most time and energy to his responsibility even if it cost him his personal interests because true leadership is about sacrifices.

A leader is not responsible for any tasks except that he is responsible only for his people. Too often, many leaders ask recognition for the achievement their team has achieved. They know they are the ones who lead their team so they think they deserved to receive something, that they deserved to be praised or recognized.

A true leader does not possess that kind of selfish thinking.

Why?

Two reasons. First, is because true leaders are already grounded deep within about their beliefs and values. They do not seek recognition from other people. Second, is because that is his job, to bring the best potential in his members, in his team. Why seek recognition of achieving the team-goal which, in fact, is your responsibility in the first place?

You do not need to seek credit because leadership is about sacrifices whether it is about giving the spotlight to others, offering your enormous time and energy, sacrificing your personal interests, all of that.

Third concern is LOSING MOMENTUM.

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I knew a guy who was so amazing and brilliant when it came to numbers. When we were elementary, he was always the number one if the topic is about mathematics. He was really extraordinary as he easily solved almost all the math problems our teacher provided. Numbers was so easy for him.

But when we arrived in high-school, something had gone. I do not know what exactly the problem but I think he lost his passion to be more when he was taken out of the top 5 students in the class. He lost his momentum. Before he was killing it, but when a problem arose, he gave up. Since then, his brand of having the best knowledge in math was gone.

This is losing momentum. You were on your way to the top, but suddenly and eventually, when great obstacles arrived, you gave up.

Losing momentum, also, means not able to handle yourself and your team when you are already in the top.

Many leaders, if faced with uncertainties, either continue or give up their goals. When faced great tragedies, it is very important for the leaders to not lose momentum. Momentum is what the team keeps going.

Some leaders, too, when already achieved something, are afraid to set higher goals anymore. They become complacent. They are afraid to risk more because they think they may lose everything if they failed.

There is nothing wrong by not risking but in this fast-paced generation, if you do not go along with change, you and your people will be extinguish in the competition. There have been great examples with this.

Example is the Kodak, it remained the top photography company for many decades. They did not see the “digital photography” as the future in their industry. They did not go along with the change. As a result, they were taken out in the competition and filed bankruptcy back 2012.

The only thing that’s inevitable is change because human is intended to explore and create more than just existing. It is human nature.

As a leader, do not lose your momentum. This does not necessarily mean doing big actions. Rather, it means to continue doing small-sized steps to feed your momentum.

Well, that’s all.

For the conclusion, I want to share a great statement from Regis Debray. It is

“The prime role of a leader is to offer an example of courage and sacrifice”

Leaders empower people through his courage.

Leaders sacrifice their time, energy, and personal interests. They give his people the spotlight and credits.

Leaders continue to create more. They are not complacent.

One comment

  1. What a wonderful article you have here. This is inspires me to become more effective and passionate leader. Keep it up. Continue to inspire and share your learnings to everyone.

    Like

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