Every woman looks forward to the day that she gets the promotion, wears the new suit and takes on a leadership position.
She is told for years in her career that when she finally makes this quantum leap, she will have ‘arrived’. Oddly enough, corporate America rarely supports nor trains their leaders, but instead promotes with a sink or swim attitude.
Most leaders – male and female – statistically learn on the job. Only 10% go through a formal leadership training program. Women however are flocking to leadership courses, seminars and books in droves, seeking information to crack the code. Women are seeking knowledge and authentic power.
THE BRIDGE TO CROSS
Regardless of sex, the bridge to cross from individual contributor to leader is daunting at best. No leader wants to fail. Oddly enough what causes leaders to fail is lack of changing key behaviors and ultimately understanding what the role of a leader really is, and how to be effective. Women take the promotion but never ask the quiet questions of who, what, when and why.
What is the difference between an individual contributor and a leader?
Individual contributors ‘do’ work, whereas leaders ‘manage’ work and processes. While this seems like a simple explanation, it is the most overlooked and most important part of the title and pay grade. Most companies have systems and metrics to show if a team or operation is running smoothly, so stepping into a leadership role is about learning the company’s processes. A good leader comes in and makes the operations better and is measured against that statistic during her or his performance review.
THE KEY POINT THAT ALL LEADERS NEED TO KNOW?
The biggest mistake a new leader makes is continuing to do all their work along with managing a team. Leadership is about getting the work done through others. Sadly, female leaders keep finding themselves overworked, stressed and ultimately unsuccessful.
A good leader knows how to let go.
Good leaders pay close attention to their staff, the delivery of the work and watchful of what motivates others. Solid leaders know how to hire and fire. They know who is performing and who is snowing them. They plan workload and delegate – fairly. They don’t take advantage of the star on the team, nor do they give them an overt amount of attention. They also don’t call out a lower performer, but instead strive to bring them up for a reasonable amount of time before cutting them loose.
A powerful female leader knows the value of coaching, training and promoting those around her upwards, for it is a hallmark of her own leadership to grow her people, and to gracefully move them to another division within the company, or provide a good reference if the team member moves on. Turnover by promotion is a gold star by her name.
Women fail in leadership positions because of their deep need to be counted on by others, which creates dependence instead of freedom. Having a team being needy will not bode well when taking a vacation next year, nor does it make a female leader important. Instead, it holds her hostage.
IT’S NOT ABOUT CONTROL
Female leaders will often confuse control with leadership. Controlling behavior can backfire when the team member quits with the tribal knowledge. However, getting in front of potential problems, which can be construed as controlling, can be an asset. Control for female leaders in power is a fine line.
Ultimately for any leader, true power is found through others. This is the core of unity, for we are all connected and no one does anything by themselves. You didn’t come into the world alone, and you will not leave this world without help.
Power is not found through the power of one!