Subscribe to continue reading
Subscribe to get access to the rest of this post and other subscriber-only content.
Why New Leaders Fail: Common Pitfalls to Avoid
Servant Leadership
From Amateur to Pro: Embracing the Path of a Practicing Leader
Estimated reading time: 11 minutes
I had a, “I’ve been thinking about this all wrong,” moment the other week.
After reading and loving, The War of Art, I immediately read Steven Pressfield‘s next book, Turning Pro. In that book, Pressfield describes the difference between an amateur and a professional leader. Specifically, professionals have a practice. As part. of their practice, they get up, go to a set place, at a set time, and do their work.
He writes, “A practice may be defined as the dedicated daily exercise of commitment, will and focused attention, aimed on one level at the achievement of mastery in a field, but on a loftier level, intended to produce a communion with a power greater than ourselves.”
As he continued describing the elements of a practice for creating art, it occurred to me that leadership followed many of the same rules. The implications of this realization are that someone who practices leadership can be more successful in any leadership role than someone with technical or subject area expertise.
As we start to view leadership as its own discipline, requiring a practicing mindset, it means that most senior leadership roles are being filled incorrectly. Rather than looking at someone’s technical abilities, length of tenure, or other pre-requisites, perhaps we should be looking at their results, team engagement, and character.
The results we feel are ones that permeate so much of my LinkedIn field. Arrogant bosses, narcissists and egomaniacs in Senior Leadership roles at the top of large organizations cascade misery throughout their organizations. When this happens, employees stay in misery and low productivity, or leave looking for better organizations. When employee engagement and low and turnover is high, management in supervisory roles are almost always the reason.
Understanding leadership as a practice in itself means understanding the qualifications for senior leaders totally differently than we do today.
Characteristic #1: The Practicing Leader has Intention
In Turning Pro, Pressfield writes, “Our intention…is to get better, to go deeper, to work closer and closer to the bone.”
The Practicing Leader has a leadership philosophy, which serves as their intention. She proactively decides what her team needs from her to be successful and puts that into place. She wants to be a leader to make a difference or to improve something. The Practicing Leader understands that leadership is not about her, but about the people she leads.
Characteristic #2: The Practicing Leader has as a Warrior Mindset
Pressfield explains, “The Sword Master stepping onto the fighting floor knows he will be facing powerful opponents. Not the physical adversaries whom he will fight, though those indeed serve as standards for the enemy. The real enemy is inside himself.”
The Practicing Leader is self-aware. He solicits others for feedback. He has a thick skin and does not take feedback personally. The Practicing Leader knows who he is because he has defined his values. He meditates and takes care of himself to continue to practice leadership and service for years to come.
The Practicing Leader is not deterred by obstacles or failure. He looks for new ways to accomplish goals and protect his team. He leaves nobody behind.
Characteristic #3: The Practicing Leader is Humble
Steve Pressfield writes, “We come to a practice in humility. We may bring intention and intensity to our practice. In fact, we must. But not ego. Dedication, even ferocity, yes. But never arrogance. The space of the practice is sacred.”
One test I have come across to understand the humility of a leader is their motivation for leadership. If ego is motivation, then leadership is not the right fit for that person. You call tell this by learning if the leader wants to “Be something” or “Do something.” If they want to be something, it is probably more ego.
Being a “Boss” in business is about ego. Characteristics of most bosses is status (Do as I say!), arrogance (What can I learn from someone like you?), and a lack of self awareness (Everybody loves me!). The character Michael Scott from the sitcom The Office comes to mind.
Additionally, modern attention seeking politicians fall into this category as well. These are the people who enjoy the trappings of the job, seeking fame, not better policy.
Pressfield writes, “My beef with American culture is that almost every aspect, including the deliberations of the legislature and the judiciary, has been debased to pander to the culture of amateurism. The promise that our products and politicians proffer is the promise one might make to an infant or an addict. I will get you what you want and it will cost you nothing.”
Sadly, we do the same with some people in Senior Leadership roles. We promote bosses and politicians and then wonder why we get amateur results.
Characteristic #4: The Practicing Leader is a Student
According to Pressfield, “Even the peerless sword-master Miyamoto Musashi. Entered the fighting square to learn as much as to teach.”
The Practicing Leader always has more to learn. She approaches her team as a student and a servant, learning and synthesizing information to make life easier, more focused, and more productive. She goes to where the work is, and does not turn her office into an ivory tower.
The Practicing Leader is a voracious reader, getting her hands on all the information she can to be a better as a professional. She learns from everyone around her, regardless of title, and strives to nurture and develop more practicing leaders.
Characteristic #5: The Practicing Leader Practices for Life
Finally, Pressfield explains, “Once we turn pro, we’re like sharks who have tasted blood or renunciants who have glimpsed the face of God. For us there is no finish line. No bell ends the bout. Life is the pursuit. Life is the hunt. When our hearts burst then we’ll go out, and no sooner.”
The Practicing Leader views leadership as a lifelong endeavor. As long as there is a worthy cause requiring the power of collective thinking, the leader will answer the call.
Examples
To illustrate that practicing leaders exist and the benefits of approaching leadership this way, there are three case studies worth focusing on: Ted Lasso, Vince Lombardi, and Richard Branson.
Example #1: Ted Lasso
I’ve written in the past about Ted Lasso, one of my favorite television shows.
The Apple TV+ series is about a college football coach who is hired to manage a Premier League soccer team in England.
It is a running joke in the show that Lasso knows nothing about soccer. However, he knows about leadership.
Just look at Lasso’s first press conference and the question here gets from journalist Trent Crimm: “I just want to make sure I have this right: You’re an American, who has never set foot in England, whose success has only come at the amateur level, a second tier one at that and is now being charged with the leadership of a premier league football club, despite clearly possessing very little knowledge of the game…Is this a joke?”
Now, just 2 years later, Trent Crimm is writing a book about Ted Lasso’s coaching style. He describes Lasso’s leadership, which we witness him practicing throughout the series, like this: “Slowly but surely building a club wide culture of trust and support to thousands of imperceptible moments.”
SPOILER ALERT (Skip this paragraph if you haven’t watched the finale): At the end of the series, Lasso becomes a successful soccer coach.
If you looked at Lasso’s traditional resume, he had no business coaching in the Premier League. However, his success skyrocketed when he found a tactic that supported the culture he built as a leader.
While Ted Lasso is, of course, a hypothetical character, there are more examples of leaders who have excelled even in areas where they have no experience or expertise because they practice leadership.
Example #2: Vince Lombardi
In 2014, Ian O’Connor wrote a detailed article on Vince Lombardi for ESPN The Magazine called, The Gospel of St. Vince. O’Connor describes the legend of Vince Lombardi who is best known for winning Super Bowl’s I and II. In fact, professional football’s championship trophy is named for him.
But, it wasn’t only Lombardi’s accolades as a football coach that stood out. Lombardi’s first coaching job was at St. Cecilia’s High School in New Jersey. In addition to coaching football, Lombardi also coached basketball.
However, Lombardi didn’t know the first thing about basketball. As the story goes, he went to the library and read old manuals on basketball to become more familiar with the game.
In the documentary, Vince Lombardi a Football Life, we hear from Mickey Corcoran, one of his players on that team who said, “He didn’t know much about basketball but he knew about people. He was a master psychologist…He just made me want to play harder.”
Lombardi coached basketball at St. Cecilia’s for eight years. He finished 105-57 and he won the only state basketball championship in the high school’s history.
If leadership is technical, how did Lombardi pull it off? How did he post a 65% winning record and win a championship in a sport he learned overnight?
Lombardi on Being a Practicing Leader
In his own words, Lombardi said, “I think coaching is teaching, see? So I don’t think there is any difference whether you teach on the football field or whether you teach in the classroom, right? They are both exactly the same. It’s a question of a good teach puts across what he must put across to his pupils whether it is done on a football field or done in a classroom, it is one of the same thing.”
While Lombardi knew a lot about the technical side of football to the point of obsession, he still identified not as a football coach, but as a teacher. He too viewed leadership as a practice, which is why he was successful not only as a football coach, but as a basketball coach.
Example #3: Sir. Richard Branson
Sir Richard Branson is the founder of the Virgin Group. Virgin now has business in entertainment, health and wellness, music, finance, technology, travel, and space travel.
Branson has been massively successful in almost all of these business areas, which at first glance seem to have nothing to do with one another.
All the while, Virgin has a global presence, but no central headquarters, no management hierarchy, and minimal bureaucracy. In his book Losing My Virginity, Branson discusses his leadership style and practice. He encourages his teams to have fun, not worry about failure, and always think about the customer.
One of my favorite of his quotes is “I’ve never gone into business to make money. Every Virgin product and service has been made into a reality to make a positive difference in people’s lives. And by focusing on the happiness of our customers, we have been able to build a successful group of companies.”
Conclusion – Becoming a Practicing Leader
There needs to be a fundamental shift in our understanding of leadership. Leadership is not defined as getting results via leadership, or simply as a means to an end. Instead, it is the idea that I understand leadership, so I get results.
Becoming a practicing leader is work. For some people, managing people is excruciating. For these folks and others that excel in vital technical areas, there should be a compensation ladder on-par with Senior Leadership that does not require them to manage people.
Today, leadership development is viewed as a series of tasks. We describe how to set an agenda for a meeting, how to conduct 1:1’s, and how to hire and fire. Those skills are all important, but they are not leadership skills. They are management skills. To take it to the next level, aspiring leaders must start and stick with a leadership practice. Leadership development and leadership coaching must rise to this calling and develop the programs to nurture practicing leaders.
If you are new to a leadership role, I encourage you to adopt the mindset of a practicing leader. Understand the characteristics of a practicing leader and develop yourself as one. Solicit the help of leaders you admire, mentors, and team members.
Key Takeaways
Leadership should be seen as a practice requiring commitment, intention, self-awareness, humility, and a continuous learning mindset. By shifting our focus from technical expertise to these qualities, we can cultivate effective leaders who achieve results, foster team engagement, and make a positive impact.
Weekly Content – Subscribe
Don’t miss out on more insights and tips for becoming a successful leader! Subscribe to our newsletter today to receive regular updates and exclusive content straight to your inbox. Join our community of like-minded individuals who are passionate about leadership and team building. Sign up now to stay ahead of the game!
Processing…
Success! You're on the list.
Whoops! There was an error and we couldn't process your subscription. Please reload the page and try again.
Daily Content – Follow The Practicing Leader on LinkedIn
Follow me on LinkedIn for daily inspiration, insights, and game-changing strategies that will skyrocket your leadership skills.
Follow on LinkedInUpdated: Why do organizations have leaders?
This phenomenon is true for many leadership roles: If the leader doesn’t show up for work, the business will still run. When the CEO of a hospital misses a day of work, some work may slow down, but the hospital still can run and deliver care. When a trauma surgeon must miss work, their work needs to be covered to save and serve patients, and the operations of the hospital could grind to a halt without coverage.
Sometimes, you will see people in an interim leadership role or leadership roles being vacant for extended periods of time. You see that dynamic far less for positions that interact with clients or customers or who work in support organizations that make the business run. Short staffing is a problem in leadership, yet it is a crisis when it happens at the front line.
If most leaders are not “essential” to run the business, why have leaders?
The reason is that groups of individual contributors often cannot see the larger picture of what the organization is trying to accomplish. Organizations with high leadership turnover are often unstable. Before long, these organizations drift and cannot survive without planning and coordination. These organizations often face operational and financial issues. When an organization is failing and needs to “turn around”, it is usually the result of a failure or absence of leadership.
The Example of Ford Motor Company
One example of a turnaround in an organization due to failures in leadership is the case of Ford Motor Company in the late 2000s. Ford was struggling with declining sales and a loss of market share, and its CEO, Jacques Nasser, was criticized for his leadership style and strategic decisions. Nasser had pursued a diversification strategy that had failed to produce the desired results, and he was also accused of being too focused on short-term financial gains at the expense of long-term growth.
In 2001, Nasser was forced to resign, and William Clay Ford Jr., the great-grandson of Henry Ford, took over as CEO. Ford Jr. recognized the need for a fundamental shift in the company’s culture and strategy, and he embarked on a comprehensive turnaround effort that included a focus on innovation, quality, and sustainability. He also took steps to improve the company’s relationships with employees, suppliers, and customers.
Under Ford Jr.’s leadership, the company began to see improvements in its financial performance and market share. Ford introduced a number of successful new models, such as the Ford Fusion and the Ford Edge, and the company’s overall product quality improved. The company also became more focused on sustainability, developing hybrid and electric vehicles and reducing its environmental footprint.
Overall, the Ford turnaround was an example of how effective leadership can turn around a struggling organization. By recognizing the need for change and taking bold action, Ford Jr. was able to restore the company’s fortunes and position it for long-term success.
What a Leader does in a Company
A leader’s job is not only to keep things running day to day, but to optimize the work and drive results. Leaders are entrusted to oversee all aspects of their areas of responsibility to prevent the falling behind that inevitably happens without leadership. So while most leaders are not “essential” to run the business on any given day, they are “essential” and responsible for making sure the organization continues to grow and thrive into the future.
This orientation to what the work of a leader truly is, can be a difficult shift for new leaders. It is critical to make this shift and not revert to being an individual contributor. Leadership, as you will continue to see, is a fundamentally different job than showing up and performing your function each day. A leader’s point of view must be wider, learning all aspects of who and what make the organization work well, and longer, taking a point of view that extends out weeks, months, and years.
The Ford example illustrates another important point: Leaders that do not drive results often do not last long in leadership roles. If you lead in a business, producing financial results may be the top priority. Non-profit leaders may be measured by whether the number of people served is growing and whether the business is financially stable. If you lead your home-owners association, other homeowners may measure you on how you manage snow removal. In any of these examples, if the leaders are not achieving the goals of the organization, senior leaders or boards of directors will look for different leaders who can achieve those results.
Knowing what results you are expected to achieve as a leader is extremely important. Accomplishing them in reasonable timeframe is the leader’s primary responsibility and what will either allow the leader to continue in their role or not.
I have seen leaders who have high employee engagement, high quality scores, and high customer satisfaction scores who are removed from their roles in leadership because they were not able to manage the finances of their department effectively in achieving those other results. New leaders must make sure they have clarity about what results are expected of them and in what timeframes. Then it is their responsibility to plan out how their teams will achieve those goals.
The Importance of Quick Wins
The results-oriented dynamic is one reason why it is vital to achieve, “Quick wins,” when entering a leadership role. “Quick wins” are usually small victories and must be respectful of the cultural context of the group. “Quick wins” give both supervisors and followers confidence that the leader is ready and able to produce results that drive towards their goals either directly or indirectly.
One of my favorite examples of a “Quick win” comes from the Apple TV+ show, Ted Lasso. The show is about an American football coach named Ted Lasso who is hired to coach a professional soccer team in England. In season 1, episode 2, Coach Lasso asks for suggestions for improvements he can make for the team, and finds one that says, “The shower pressure is rubbish.” He fixes the shower pressure so that it is stronger, which sends a positive message of support to his team. While not a big change, it is one that showed that Coach Lasso was able to create change in a way that the team suggested.
The “Dark-side” of Leadership
With that example in mind, a note of caution. A leader cannot achieve results at the expense of the psychological safety of the team. There is a “Dark-side” of leadership to watch out for. If a leader makes it all about themselves and sacrifices certain results over their teams wellbeing, they risk being perceived as a narcissist, jerk, or psychopath. When the relationship between the leader and the team breaks down, positive results will only be temporary as the leader will have lost their team and the team will eventually stop allowing the leader to lead them. They will rebel in either covert ways like “Quiet quitting” or overt ways. If you read this post and fall to the “Dark-side,” it will be a failure.
In summary, the sooner a new leader recognizes that the work of a leader is fundamentally different than the work of an individual contributor and requires a different approach, the faster they will be able to make the transition to impactful leadership.
Key Takeaways
While most leaders may not be essential for running the day-to-day operations of the business, they play a critical role in optimizing work and driving results. Leaders must have a wider and longer point of view to oversee all aspects of their area of responsibility and ensure the organization continues to grow and thrive.
Subscribe and Share
Don’t miss out on more insights and tips for becoming a successful leader! Subscribe to our newsletter today to receive regular updates and exclusive content straight to your inbox. Join our community of like-minded individuals who are passionate about leadership and team building. Sign up now to stay ahead of the game!
If you enjoyed this content, please share it with another practicing leader. Thank you for doing so.
Creating a Culture of Trust and Cooperation: Lessons from ‘Leaders Eat Last’ by Simon Sinek for New Leaders
Becoming an effective leader requires more than just holding a position of authority. To lead a team effectively, leaders need to inspire and motivate their team members to achieve common goals. One of the most insightful books on leadership is “Leaders Eat Last” by Simon Sinek. In this book, Sinek shares strategies and principles that can help anyone become a better leader.
Why I refer this book to all new leaders I meet
Sinek’s most popular book, Start with Why, which accompanied one of the most viewed TED Talks of all time, is an essential read. I have even reviewed it on this blog! Start with Why contains extremely important information on how excellent leaders communicate, and Leaders Eat Last builds upon those concepts discussing the essence of what it means to be a servant leader. To a servant leader, being in leadership is not about a title, control, prestige, or advancement. It’s fundamentally about service, calling, and mission.
Sinek discusses lessons from government and businesses about servant leadership. He also discusses generational differences in the workplace, which I believe is an under-appreciated topic.
Summary of Leaders Eat Last
The book’s title comes from a practice in the U.S. Marine Corps where leaders prioritize the needs of their team over their own. This simple concept is the foundation of the book. Sinek argues that true leaders prioritize the well-being of their team members, which creates a culture of trust and cooperation.
Sinek emphasizes the importance of creating a sense of belonging and purpose in a team. He gives the example of a company called Barry-Wehmiller, where CEO Bob Chapman created a culture of care and respect for his employees. By deliberately building trust, Chapman created a sense of purpose that motivated his employees to work harder and achieve more. This example illustrates that to get results as a modern leader, it is imperative to create an environment where people feel valued and inspired.
As I mentioned earlier in this post, the book also discusses the concept of “servant leadership.” Sinek explains that servant leaders prioritize the needs of their team members, rather than their own interests. He says, “True leaders are not those who strive to be first, but those who are first to strive and who give their all for the success of the team.” By serving their team, leaders create a culture of trust and respect that empowers team members to take ownership of their work. When employees take ownership and responsibility over the work, quality tends to increase because they feel like the work reflects on them personally. That type of pride can help teams achieve tremendous results. Building an environment where people are empowered and feel ownership creates incredible results, particularly in customer service and experience.
Lessons Learned
In conclusion, “Leaders Eat Last” is an essential read for anyone looking to become a better leader, especially those who are new to leadership. By prioritizing the well-being of their team members, creating a sense of purpose and belonging, and practicing servant leadership, leaders can inspire their team members to work harder and achieve more. As Sinek says, “Leadership is not about being in charge. It’s about taking care of those in your charge.” By following the principles outlined in this book, anyone can become an effective and respected leader.
Fundamentally, “Leaders Eat Last” discusses what it takes to succeed as a modern leader. By showing those on your team that supporting them is more important than hierarchy or command-and-control, it will help leaders accomplish broader and more complex goals.
Key Takeaway
“Leaders Eat Last” by Simon Sinek shares key messages about effective leadership, including prioritizing the well-being of team members, creating a sense of purpose and belonging, and practicing servant leadership. By following these principles, new leaders can become an effective and respected.
Leaders Eat Last is available for purchase on Amazon
Subscribe
If you enjoyed this content and are looking to explore leadership together in new ways, please sign up for the Practicing Leader email list here:
Learning from Ted Lasso Can Make You a Better Leader
After not posting for a while, I’m back! Lots of major life changes at once will slow down any blogger, but I am excited to be writing again. I have been saving drafts of posts for a while now, so expect a lot of content on leadership, innovation, and how we treat each other coming your way.
Ted Lasso is also back and I am ready to “Believe” along with the characters on the show.
In a world where leaders are often characterized by their cutthroat nature and insatiable thirst for power, it’s refreshing to see a character like Ted Lasso. Coach Lasso teaches us that leadership is not about being the most dominant or feared figure, but rather about being vulnerable, empathetic, and understanding. There is a lot to learn from Ted Lasso about being an effective leader. I have tried to adapt some of his messages and apply these leadership methods and philosophies to my own life.
If you have not completed season 2 of the show, I would encourage you to go to another part of this site, like perhaps this reading list, watch the show and then come back. In other words, this is your SPOILER ALERT:
Here’s a few things we can learn about leadership from the show so far:
The Role of Vulnerability in Ted Lasso’s Leadership Style
One of the defining features of Ted Lasso’s leadership style is his willingness to be vulnerable. From the very first episode of the show, we see that Ted is not afraid to show his emotions and share his personal struggles with his team. In one scene, when asked how he’s doing, Ted responds, “I’m doing great, but I’m also a little overwhelmed, and I’m scared, but I’m excited, too. It’s a weird feeling.”
By sharing his own vulnerability, Ted creates a safe space for his team to do the same. He encourages his players to open up and share their own struggles, creating a culture of trust and mutual support. This vulnerability not only strengthens the bond between Ted and his team, but it also creates a more compassionate and empathetic workplace.
In season 2, Ted finds his way back to vulnerability when he reveals that he had a panic attack during one of AFC Richmond’s games. He admits to the team that he wasn’t completely honest and apologizes. Ted says, “Y’all found out about something
from somewhere, when you should’ve found out about it from me first. But I chose not to tell y’all, and that was dumb…Now, I hope y’all can forgive me for what I’ve done. ‘Cause I sure as heck wouldn’t want any of y’all to hold anything back with me.”
By admitting the mistake he made in not being honest, Ted is being vulnerable by asking for forgiveness. This action only strengthens his bond with his players.
The Use of Colloquialisms and Its Positive Impact
Another important aspect of Ted Lasso’s leadership style is his use of colloquialisms. Ted often uses folksy sayings and expressions that may seem out of place in a professional setting, but they serve a purpose. Ted’s colloquialisms create a shared language that unites his team and helps them feel like they’re all in this together. When Ted tells his team, “be a goldfish,” he’s reminding them to let go of mistakes and move forward. When he says, “it’s the hope that kills you,” he’s preparing them for the possibility of failure while encouraging them to keep trying.
These colloquialisms not only create a shared language but also help his team to stay motivated and focused. By providing a clear and memorable message, his team can quickly recall and apply those lessons, in both their professional and personal lives. The colloquialisms also serve as “Inside jokes” that only the team shares, creating small shared experiences and strengthening the team’s bond.
Ted Lasso’s Relationship with Coach Beard
Perhaps the most important factor that makes Ted Lasso an effective leader is his relationship with his assistant coach, Coach Beard. Ted and Coach Beard have a deep understanding and mutual respect for one another, which allows them to work together in a way that brings out the best in each other.
In one episode, Ted tells Coach Beard, “I need you. I need you to keep me calm, keep me focused, keep me sane.” By acknowledging that he needs his assistant coach, Ted sets an example for his team, showing that leadership is not about being perfect, but rather about building a strong team that supports one another.
Ted’s relationship with Coach Beard also shows that effective leadership is not a solo venture. It requires a team of people who can rely on each other and work together towards a common goal. In the end, Ted’s relationship with Coach Beard makes him a better coach, and it ultimately leads to the team’s success bringing them back to the Premier League.
The character of Ted Lasso teaches us that leadership is not about being the most dominant or feared figure, but rather about being vulnerable, empathetic, and understanding. Ted’s willingness to be vulnerable, his use of colloquialisms to create a shared language, and his strong relationship with Coach Beard are just a few of the strategies that make him an effective leader. By following in Ted’s footsteps, we can all become better leaders, creating workplaces that are more compassionate, empathetic, and successful.
Key Takeaway
Ted Lasso, the titular character of the hit TV show, is a model for effective and transformational leadership. Key takeaways include the importance of vulnerability in leadership, the positive impact of using colloquialisms to create a shared language, and the power of building strong relationships within a team.
Subscribe
If you enjoyed this content and are looking to explore leadership together in new ways, please sign up for the Practicing Leader email list here: