Competencies of Leadership

Competencies of Leadership
By Richard Russey

While volumes have been written on leadership, decades of being "led" by a wide variety of individuals across a spectrum of styles representing leadership competency, and having served as a leader in a number of capacities, I offer these thoughts on effective leadership -- focusing on a few of the competencies that are most critical.

It is difficult to create a hierarchy of these competencies as they are inextricably linked in a symbiotic way to one another. However, I will focus on several of the many factors that may be applied to those we would think of as competent, effective leaders. Certainly, VISIONARY must be near the top of the list. Effective leaders have a vision of the future, are able to persuasively articulate that vision to their team, board of directors, and their broader constituency. Vision is based on understanding the landscape and environment in which an organization operates certainly, but it is much more. Vision is the ability (skill) to be forward looking, to take into account not only present circumstances and realities, but to also have the ability to follow trends and forecast the probabilities of the future. Obviously this involves a much more complex process than gazing into a crystal ball. An effective leader gathers information from multi-layered sources, looking specifically for any and all elements that may impact the very heart of their endeavor, be it a business, a non-profit organization, or even an avocational activity. Gathering this information helps to form a picture of the future, and provides the necessary groundwork for developing the vision of where a leader wishes to take their organization. This must be engaged in with determination, passion, and the conviction to gather and process information as an ongoing part of each day, indeed each moment, as the future is shaped and formed first mentally and then out pictured and implemented in actions that truly provide for effective and exemplary day-to-day leadership. Sure, vision statements and mission statements are created to guide an organization and to fulfill its purpose. But, once created they exist as static text. Visionary leadership is the quality of constantly monitoring the present, imagining the future, and formulating the strategies necessary to take the organization forward with enthusiasm and wisdom.

Another critical leadership competency is the ability to be PERSUASIVE. Effective leaders can bring others to their point of view by including others in developing their point of view. Too often, leaders egocentrically lead from the vision they have developed without the buy-in of others. These "others" include the board, the constituency served, and very importantly, the team that works to bring the vision to reality (i.e. staff). Too frequently leaders attempt to persuade with intimidation (however softly it may be applied) rather than persuading through an inclusive and interactive process that honors every individual that is part of the team working to help bring the vision to reality. Leaders must use a variety of methodologies to persuade -- they include logic, reason, emotion, and the force of their personalities. But it is extremely important to motivate through positive persuasion rather than intimidation. In order to lead with persuasion, a leader must move outside themselves to a wider circle that will provide the necessary fuel to move an organization's vision forward. Persuasion must not be egocentric, rather it must be based on involving others in meaningful dialogue and activity that serves to develop a point of view that is commonly shared by all engaged in an enterprise.

There are many other critical leadership competencies including the ability to be strategic, tactical, decisive, focused, and ethical -- all of which I'll write about in future postings. But, I wish to close this segment with a quality that follows VISIONARY and PERSUASIVENESS as critical competencies of leadership.

Many leaders, in their zeal for success and to move their organizations forward forget the simple people skill of being LIKABLE. Many will scoff ... "what does likable have to do with competent leadership, doesn't that demonstrate weakness or tentativeness?" To that I answer with a resounding "NO!" Being likable as a leader doesn't have the effect of giving up power, rather it enhances and reinforces one's power. People (again boards, staff, and constituency) are drawn to likable leaders, and will often do all in their power to work with energy and enthusiasm for a likable leader (not to be confused with a charismatic leader, but more about that in another posting). The important point is that effective leaders are people-centric and they understand that interpersonal skills are paramount to their success. Consider that the alternative to being a likable and engaging leader is leading in an environment of excessive staff turnover, of dissatisfied board members not willing to go the extra mile for the good of the organization, and bottom line, of a constituency not eager to do business with your organization. Ask yourself this -- can I truly afford the risks of not being a likable leader?

Visionary, persuasive, and likable -- just three of many competencies that may contribute to the effectiveness of a leader. I've used the word "competencies" purposefully in this article. Competencies are, or can be, learned. They are skills that can be developed. One may have the proclivity for expressing these qualities, but they must be constantly honed and developed and then applied.

A good leader is not afraid. A good leader is not afraid to grow and develop and recognize that one of the most important endeavors of a leader is lifelong learning. But, that is yet another competency to be discussed in a future posting.