We use the term leadership potential a lot. And like many terms that are used a lot, sometimes the meaning gets lost over time. Or we think we are all in agreement as to what that term means when really there are lots of valid ways to define it. Or, I presume in the case of leadership potential, we have collectively agreed on a definition that is not really accurate.
For a long time, in popular media and in “real life” too, leadership had a certain look to it. Strong, charismatic, decisive, good-looking, male. Some of these have been challenged over time, but many persist, including biases related to race, gender, and other identifiers. It is hard to resist a strong, charismatic leader, and easy to overlook the more reserved leadership that is slowly getting its due. Organization promote those they deem as having leadership potential with an inaccurate understanding of what it really means.
To start, it is important to understand that leadership does not equal management. Yes, good management requires strong leadership, but strong leadership does not require management. Leadership opportunities can and should be available to people who seek them while not wanting to supervise other people.
Because most people do not want to manage other people.
In fact, one study by CareerBuilder found that only ~ 1/3 do. Yet in too many organizations, the only available option for people who want more money and responsibility is to manage others. Too many organizations equate leadershpi opportunities with management opportunities and do not provide opportunities for anything else.
As a result, those we choose for said leadership positions often have no interest in them outside of the increased title and compensation. As a result, we are left with the abundance of poor leadership that we are experiencing today.
It is time we do something different.
We need to do a better job of looking at leadership potential as both competence and interest. And when it comes to that competence, it is essential that we understand what actually makes an effective leader, not simply someone who dazzles us with their charm.
In many cases, we misread true leadership potential due to:
BEING DRAWN TO THE SUPERFICIAL
Confidence, charm, and looks are appealing and there is nothing wrong with any of these, but confidence, charm, and looks alone do not a leader make. Yet they often do at least in title. There are staggering statistics on Fortune 500 CEOs and height, for example, that lend themselves to an interesting discussion of perception and self-confidence.
In addition, we are predisposed to an attractiveness bias that influences our decisions in who we hire, who we promote, and who we fire. We are also susceptible to affinity bias, which keeps those who look like us in the leadership pipeline. Although we cannot eliminate our biases completely, it is important to confront them and do what we can to mitigate their damaging effects.
When it comes to identifying leadership potential, it is important to have systems and checks in place to ensure that our biological or societal predispositions are not influencing the important decision of who we deem to have leadership potential.
EQUATING CURRENT ROLE SUCCESS TO LEADERSHIP SUCCESS
Just because someone is good at something does not mean they can teach it. Not every player can coach. The skill of leading others is a complex combination of multiple skills and a desire to do them well. Too often, we equate leadership potential with someone who is really good at their craft. Although there may be some correlation (e.g., intelligence and hard work), leading others to perform their craft is an entirely different skillset than doing the craft itself. It is important, therefore, that we do not just look at the craft of the skill, but the skills required to support those in that craft. Which leads us to
FAILING TO GAUGE INTEREST
Remember, most people do not want to manage other people. Before promoting people to manage other people, it is essential that we talk with them about their interest in managing other people. If they do not have any interest in it, the conversation should end there. You cannot force someone to enjoy something they have no interest in and that will become the central purpose of their role. This will also require you to create alternative paths to promotion that support growth for all staff, including those who do not want to supervise others.
So how can we identify true leadership potential?
Research can guide us here, as it so frequently does, by identifying some of what distinguishes successful leaders from others.
INTEGRITY
One of the most important components of effective leadership is integrity. Unlike many of the leadership skills that can be taught and learned, integrity is a far more complex trait that you will unlikely be able to instill or enhance if it is not already there. When identifying the potential leaders in your organization, therefore, be sure to give integrity the importance it deserves. Leadership brings with it all kinds of ethical challenges and you are going to want someone who can navigate them with integrity.
EMOTIONAL INTELLIGENCE
Like many areas, emotional intelligence can be improved and there is a component of it that is naturally found more in some than other. Leadership requires strong relationship building and communication as well as solving challenging problems and engaging in difficult conversations. Having strong emotional intelligence helps leaders work through these situations in ways that take other people’s perspectives and situations into consideration. As you consider your staff for leadership opportunities, pay attention to their emotional intelligence. Like integrity, this is challenging if not impossible to teach and you will most assuredly want a leader who is skilled in it.
HUMILITY
Leadership requires confidence and competence as well as an understanding that we simply cannot know it all. Being humble enough to listen to others and seek help are necessary in continual leadership growth and development. Further, humility allows leaders to admit when they have made a mistake and do what is necessary to remedy it. As you assess your staff, where do you see this humility? Who is willing to ask for help? Admit a mistake? Give credit to others? Strong leaders need to be able to do all of these and more, over and over again.
Once you have honed your ability to identify leadership potential, how can you create equitable leadership opportunities for your team?
DON’T LIMIT LEADERSHIP OPPORTUNITIES
Open the proverbial door to leadership opportunities to everyone. Sometimes people are not yet aware of their own leadership potential and other times they may know but have never been given the chance. Too often, we have limited these opportunities because we do not see the leadership potential that is actually there. Instead of handpicking who you think has that potential, give everyone the chance to see if they do. Provide opportunities that include and do not include supervising others. The majority of your staff will not be interested in supervising other people but that does not necessarily mean that they do not want the opportunity to lead.
DON’T LIMIT LEADERSHIP CONVERSATIONS
When you are interviewing, orienting, and supervising your team, talk with everyone about what their goals are. Do not assume or guess based on your own biases or limited understanding. Talk with your staff throughout their time with you to learn what they are interested in and what they need from you to grow. This may change over time so consider it an ongoing conversation. Additionally, do not assume your staff are aware of all that is available to them in terms of opportunity. A large part of your job is to make them aware.
GIVE PEOPLE WHAT THEY NEED TO BE SUCCESSFUL
In all cases, you want to make sure you are setting your staff up for success. If they are trying something for the first time, it is likely that they will make mistakes and may require additional support. Part of the leadership balance is knowing when to give someone time and knowing when it is just not a good fit. Unfortunately, this is never a clear answer, so you need to do your best not to be too quick or too slow in making the call. If the leadership opportunity is one that involves supervising other people, make sure to provide the necessary training and coaching before they even start and continue that support throughout their time with you.
Leadership is not limited to one particular style or one particular job title. There are lots of ways people can lead in different situations. Reflect on what you mean when you use the term leadership potential and challenge others when they use it too. What biases, assumptions or misconceptions may be showing up? Who might you be overlooking? How can you ensure that everyone has the opportunity to lead if they so choose while understanding that not everyone will be interested in leadership? Finally, remember that your staff are always watching you, and the way you lead will have a significant impact on their understanding, interest, and capacity to lead as well. Demonstrate the type of leadership you wish to see in others and be open to whoever is ready to take on the challenge.
