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Many organizations restrict their leadership development and training for “upper management.” Organizational leaders are seen as those occupying the upper boxes of the organizational chart, the ones with the most authority and responsibility, and those who are the most highly compensated. Certainly those who occupy higher positions in organizations and who are responsible for directing and deploying large segments of the organization’s resources (both people and nonpeople resources) need leadership skills. However, everyone in an organization has an opportunity to be a leader, and organizations that seek to cultivate the natural talents and capabilities of staff at all levels and develop leadership skills throughout the organization are most successful.

Psychologists have developed many personality-style and behavioral-tendency templates to help people understand each other and find ways to work together better by bridging their differences and finding synergy in their diversity. One such template developed by behavioral psychologist and organizational development specialist E. Michael Lillibridge, Ph.D., who is the founder and president of the PeopleMap™ System, uses the “Leader type” in his personality style template. “Dr. Mike” is a long-time professional acquaintance and personal friend, and I have often debated whether his designation of a “Leader type” in his proprietary personality-style assessment system (PeopleMap™) is a wise choice. My concern is that many (most) people see the Leader type as a “role” and not a “type,” and those who score low in his assessment under this personality type are disappointed because “everyone wants to be a leader” (in their own way). Dr. Mike is quick to explain that the behavioral tendencies and personality characteristics associated with his Leader type do lend themselves to leading people, but other characteristics can and often are problematic to functioning in a leadership role. He argues that there are abundant examples of great leaders in prominent positions whose personalities and behavioral characteristics clearly don’t fit those of his Leader type, but do fit other types (People, Task, and Free Spirit) of his PeopleMap™ assessment system.

There are countless definitions of “good leadership.” One succinct definition that I like is: influencing others’ behavior to impact themselves and others in a positive and beneficial manner. “Influencing” can mean effectively utilizing organizational position and authority. However, on the importance scale, I believe position and authority rank very low. People are “led” (they choose to follow and be influenced) by those they trust, respect, and admire—and by those who have a positive track record of sound decision making that seeks to protect and further the interests of those who choose to follow. I believe everyone in an organization has an opportunity every day to influence others to behave in a manner that is positive and beneficial to themselves and others. Perhaps it’s the receptionist who greets people in a warm and personable way that elicits them to reciprocate and greet others in that same way. Maybe it’s the newly hired engineer who demonstrates tremendous energy and enthusiasm for having an opportunity to work on a challenging project, and “inspires” other on his team to appreciate a challenge that they may have otherwise taken for granted. Hopefully, it’s the CEO who “makes time” to communicate with staff at all levels about their job satisfaction and shares the organization’s “future vision and goals.”

Leadership opportunities (and needs) exist everywhere and every day at all levels in your organization. CARPE DIEM!

Ask anyone and they’ll tell you: There’s a difference between managers and leaders. Ask them what that difference is and they may have a bit more difficulty. Suddenly the words become amorphous and undefined. Somehow leadership is intangible—a charismatic component that some people have and others simply don’t. That’s why, according to the ubiquitous “they,” it is such a rarity.

Wrong.

The difference between being a manager and being a leader is simple: Management is a career. Leadership is a calling.

You don’t have to be tall, well-spoken, and good looking to be a successful leader. You don’t have to have that “special something” to fulfill the leadership role.

What you have to have is clearly defined convictions, and, more importantly, the courage to manifest your convictions into reality. Only when you understand your role as guide and steward based on your own most deeply held truths can you move from manager to leader.

Whether the group you oversee consists of employees, associates, co-workers, teammates, or anyone else, what they are looking for is someone in whom they can place their trust. Someone they know is working for the greater good—for them and for the organization. They’re looking for someone that they can—and want—to follow.

Because it is only when you have followers—people who have placed their trust in you—that you know you have moved into that leadership role. You can see this change when your organization starts transcending all previous quality, productivity, innovation, and revenue achievements. You’re operating at such a high level of efficiency that you’re giving budget back to the corporation—and you’re still beating your goals.

You’re achieving what you always dreamed could be achieved. And not only that, but it’s actually easier than you thought, because you’re a leader. Because the classic command and control management model—which, contrary to popular belief, still applies even in our most progressive twenty-first-century companies—is no longer in play.

Sure, controls are in place. Sure, you’re solving problems that arise. But it’s not just you alone. You have the people in whom you’ve put your trust—and who have happily and safely reciprocated—to help you create organizational success.

—Leslie L. Kossoff

(Reprinted with permission of author, speaker, and international executive advisor Leslie Kossoff, who works with public and private sector organizations throughout the United States, Europe, and Japan. She can be contacted via e-mail at [email protected])

It’s never too early to develop the next layer of leadership. A firm’s future is dependent on the ability to generate leaders, preferably from within the firm. As leaders we want to create redundancy within our firms so that, when we survey our firms, we see folks who can step up right behind us.

The mistake many leaders make is thinking that, since they’re not planning on going anywhere anytime soon, they don’t need to think about identifying and developing the next generation of leadership. If you wait until you’re ready to go, you can’t go. Investing in leadership and transition today will guarantee that you develop tiers of leaders who share the firm’s philosophy, business mindset, and work ethic.

Here are some things to keep in mind to prepare and bolster your firm’s future leaders:

—Sarita Peng

(This article was originally published in March 15, 2005 issue of The Zweig Letter, the weekly management newsletter for A/E firm leaders; it is reprinted here with permission. For more information visit www.thezweigletter.com. Sarita Peng is a principal with ZweigWhite and can be reached at [email protected].)

Pink flamingos were on my mind. For some time, I had been shopping for a pair of plastic birds to put on our lawn some night and embarrass my wife the next day.

As I drove through a small Indiana town one day, there they were! A whole flock of them! Dozens arranged in a circular pattern in a grassy area. Next to the flamingo display stood a tall conifer decorated with many plastic lawn ornaments. Numerous other outdoor decorations were evident. Finally! I could make my purchase.

I pulled into the driveway, walked into the flamingo display, picked up two of the pink birds and began looking for the proprietor. Just then, a man approached. I said, “I would like these two.” He said, “They’re not for sale.”

Immediately I realized that this was not a lawn ornament business! It was someone’s yard. Embarrassed, I said, “I’ll put them back.” Somewhat bluntly, he said, “No, I will.” I apologized, handed over the flamingos, and quickly left.

Often things may not be what they seem, whether shopping for lawn decorations, managing a successful engineering firm, or educating the engineers of tomorrow. For example:Each of us brings baggage to any new situation in the form of various prejudices, biases, and stereotypical notions. Let’s resist the natural tendency to use that baggage as the basis for a quick judgment. Our knee-jerk reaction may be dead wrong.

Instead, give new acquaintances and circumstances the benefit of the doubt. Observe, ask questions, listen, and think. Remember, in spite of compelling “evidence” to the contrary, the flamingos were not for sale.

—Stuart G. Walesh, Ph.D., P.E.

(This article was written by management and leadership consultant Stuart G. Walesh, and is similar to essays in his book, Managing and Leading: 52 Lessons Learned for Engineers, ASCE Press, www.pubs.asce.org, or (800) 548-2723. The author can be contacted via e-mail at [email protected])