in a recent workshop i gave on developing leadership skills, i asked the participants, “who wants to be supervised?” not surprisingly, few hands were raised. leadership certainly falls under the auspices of a necessary evil for some and a virtuous act of bravery for others. i often think that defining leadership is similar to defining talent. we can hear when there is a lack of talent in the orchestra, but the question remains: when is there enough talent, and how do you know it when you see it? in the workshop i conduct on leadership, i ask people to define leadership. is there a way to bridge this gap between our experience of the typical leader and our expectation of the great leader? one of the problems with leadership is that we have defined it in terms that few mortals can accomplish.
it is the rare manager who can inspire others to great action. once we accept that our best-case scenario is to influence others, we create a dynamic that allows for incremental and sometimes subtle advances. a conductor finds the out-of-tune instrument and brings it back in tune. leadership is the internal fortitude to take a time-out, analyze the problem and make the adjustment. once we recognize that leadership is a daily intervention and the summation of multiple minor tasks, we can better design leadership development and coaching programs using strategies of mastering small interventions. feedback on what will make the work environment a little better can be the most useful and transformational feedback anyone receives. peter langton is an organizational psychologist who focuses on the practice of developing confident leaders.
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