Knights, Kings/Queens, Presidents And You: How To Lead When Others In Leadership Roles Won't

By Rich Anderson, executive coach with HTG Peer Groups

He bows before you, King/Queen of your Technical Realm. You raise the magical gleaming silver sword, Excalibur, high over your head. Lowering Excalibur, you touch each shoulder of that bowed special ally as empowering words fall from your lips, “I dub thee, Sir, Knight of the Royal Technology Table. Arise Sir Reginald and assume your leadership role.” With a hope-filled heart you watch Sir Reginald arise. He walks into your service team meeting glowing with pride and promptly falls on his face. Gasping for air, you awake from your dream wondering, “How can I lead when my leaders can’t … or won’t?”

Moving from Royalty to President, what do Ronald Reagan, Bill Clinton, George W. Bush, and Barack Obama not have in common?  Let’s take a look using the personality profile known as “DISC” as a reference. You might say George W. Bush with his swagger, decisiveness, and apparent lack of interest in your support, is a D for Dominant (or from Dr. Larry Little’s Make a Difference book, a Lion) personality. Perhaps Bill Clinton, loving the spot light, being up front playing his instrument, er … ah … his saxophone, has an I for Influencer (Monkey) personality.  Could Ronald Reagan with just a few close advisors, preferring time alone on his ranch, have been an S for Steadfast (Turtle/Golden Retriever) personality? Finally, Barack Obama with his neat as a pin appearance and lawyer-like attention to details may be a C for Conscientious (Camel) in his personality. Four men, four personalities. Even with their different personalities, each of them sat behind the desk in the White House oval office. 

Enough stories, you say … what about my non-leading leaders who, like Sir Reginald, fall on their face when they assume their leadership role? What can I do? You want to lead. Leading is about developing your team, so…

As always, let’s start with a look in the mirror and ask “How am I contributing to the problem?” 

Whose Style? You have a leadership style, shaped by your personality. Are you expecting your leaders to lead just like you? They won’t. They can’t. How do you view leadership? Does all leadership have to look like yours? If you define successful leadership narrowly as your way, they will fail. Recognize and understand how different personalities lead differently.

Effective Delegation. To the extent building leaders is effective delegation, do you understand this essential principle — delegate results not methods? Focus on the results you want, not how they accomplish those results. It is the end, not the means to the end that you are after. 

“Knighthood.” Does the rest of your team know that your other leaders are leaders? Does the team recognize and support their leadership? Seem like odd questions? I know business owners who think they have a designated leader under them. But they have failed to make that clear and well understood through the rest of the company. Clarity is needed. Have you publicly, formally, and ceremonially cloaked your leaders with the mantle of leadership? Have your leaders been knighted?

Co-Dependency.  Am I somehow undermining their leadership? I know owners who have given their leaders tasks, then out of impatience or frustration, jump in and execute the task. Leaders won’t lead if you keep doing their leadership tasks for them. Sensing your impatience and frustration, they will actively or passively fail to execute knowing you will jump back in. Do you give and then take back? Is it time for you to let go and let them lead. 

Situational Leadership. Am I matching my leadership style to their developmental level? What do your various leaders need from you?  

• telling and directing through one-way communication (I do, you watch)
• teaching with two-way communication accompanied with support (I do, you help)
• coaching through shared decision-making and effective delegation (you do, I help)
• mentoring and monitoring progress (you do, I watch)

(For more information on situational leadership, see Paul Hersey’s model and content at situational.com.)

King/Queen, dub your knights. Let go and let them lead — their way. Fight the urge to jump in and do it for them. Match your mentoring to their maturity, and you will have leaders who both can and will lead effectively.  

In HTG we discuss topics like motivating and empowering employees to lead. To learn more visit HTG Peer Groups.com. 

Rich Anderson is an executive coach with HTG Peer Groups where he is most energized by helping people around their priorities. He also presents leadership workshops and seminars including team personality and judgment assessments and training. Prior to his affiliation with HTG, Rich was a private practice attorney where his practice included advising small business owners from startup through succession, estate planning, and conflict resolution.  Rich also served four terms in the Iowa Legislature. You can reach him at randerson@htgpeerpgroups.com.