Become a Leader: Why Pick You?

Most organizations follow a traditional structure with a leader over some number of worker bees. The ratios and relationships vary widely, but those with ultimate responsibility at the top generally want a limited and recognizable group of people to serve as communications links and to be held accountable for the performance of the organization’s work.

Supervisors and managers at different levels are entrusted with resources and given latitude to make decisions and give orders consistent with organizational policies and objectives. In return, they are compensated more generously than those they lead. To attain one of these positions is a typical avenue of career advancement. While there are highly skilled craftsmen or knowledgeable professionals who can reach great heights on the strength of their individual contributions, most organizations, especially large ones, will have far more opportunities to get ahead for those who lead others.

However, the natural distribution of traits and talents means that some people are more suited for leadership than others. Leaders are not necessarily the ones who do the basic work of the organization better than their peers. They must understand the work and its inherent difficulties and requirements, but they must also be competent at communicating clearly, at planning, at allocating resources and anticipating shortages, at motivating their teams, and at articulating problems that need the attention of higher leaders.

Fortunately, some of these traits and skills can be learned. Organizations willing and able to invest in in-house or outside training and education can help employees with potential to speak and write more effectively, to become adept at manipulating money and staffing, and to appreciate what motivates human beings. Short-term rotational assignments can expose trainees to a variety of problem-solving challenges and methods. On the other hand, leadership positions that require a broader understanding of the economic and social context of a given industry may call for university courses or lecture programs.

But these measures will have little or no value for employees whose true passion is their craft or profession or who will never be comfortable communicating with or directing fellow workers. Many costly and painful mistakes have been made making leaders of valuable performers who had just these human limitations.

People who wish to advance to leadership positions should study their organization’s missions, policies, and major activities. If a career planning program is available, they should use it to develop a coherent plan with specific actions to enhance their qualifications to lead. If not, they should try to find a mentor, a respected manager or executive who can guide them in acquiring leadership skills and better understanding the organization. Consistent with the plan or guidance, they should take relevant skills training courses offered internally and consider outside education to learn more about management. Without ever short-changing the job they hold, they should volunteer for assignments that will add to their knowledge and skills and make them more familiar with the overall organization. They should also become active in a professional or trade association.

With systematic preparation as suggested above, employees with the basic traits and interest should make themselves credible and qualified candidates for leadership responsibilities.