How to overcome the common myths of leadership. by Dr. John C. Maxwell
My post on duties of a pastor generates many, many hits. I thought this by Maxwell is very helpful also. jpu
hat tip: Blanchard Family
Leadership is influence—nothing more, nothing less. When you become a student of leaders, as I am, you recognize people's level of influence in everyday situations all around you.
FIVE MYTHS ABOUT LEADERSHIP
There are plenty of misconceptions and myths that people embrace about leaders and leadership. Here are five common ones:
1. THE MANAGEMENT MYTH
A widespread misunderstanding is that leading and managing are one and the same. Up until a few years ago, books that claimed to be on leadership were often really about management. The main difference between the two is that leadership is about influencing people to follow, while management focuses on maintaining systems and processes. As former Chrysler chairman and CEO Lee Iacocca wryly commented, "Sometimes even the best manager is like the little boy with the big dog, waiting to see where the dog wants to go so that he can take him there."
The best way to test whether a person can lead rather than just manage is to ask him to create positive change. Managers can maintain direction, but they can't change it. To move people in a new direction, you need influence.
2. THE ENTREPRENEUR MYTH
Frequently, people assume that all salespeople and entrepreneurs are leaders. But that's not always the case. You may remember the Ronco commercials that appeared on television years ago. They sold items such as the Veg-O-Matic, Pocket Fisherman, and Inside-the-Shell Egg Scrambler. Those products were the brainchildren of an entrepreneur named Ron Popeil. Called the salesman of the century, he has also appeared in numerous infomercials for products such as spray-on relief for baldness and food dehydrating devices.
Popeil is certainly enterprising, innovative, and successful, especially if you measure him by the $300 million in sales his products have earned. But that doesn't make him a leader. People may be buying what he has to sell, but they're not following him. At best, he is able to persuade people for a moment, but he holds no long-term influence with them.
3. THE KNOWLEDGE MYTH
Sir Francis Bacon said, "Knowledge is power." Most people, believing power is the essence of leadership, naturally assume that those who possess knowledge and intelligence are leaders. But that isn't automatically true. You can visit any major university and meet brilliant research scientists and philosophers whose ability to think is so high that it's off the charts, but whose ability to lead is so low that it doesn't even register on the charts. IQ doesn't necessarily equate to leadership.
4. THE PIONEER MYTH
Another misconception is that anyone who is out in front of the crowd is a leader. But being first isn't always the same as leading. For example, Sir Edmund Hillary was the first man to reach the summit of Mount Everest. Since his historic ascent in 1953, many people have "followed" him in achieving that feat. But that doesn't make Hillary a leader. He wasn't even the leader on that particular expedition. John Hunt was. And when Hillary traveled to the South Pole in 1958 as part of the Commonwealth Trans-Antarctic Expedition, he was accompanying another leader, Sir Vivian Fuchs. To be a leader, a person has to not only be out front, but also have people intentionally coming behind him, following his lead, and acting on his vision.
5. THE POSITION MYTH
As mentioned earlier, the greatest misunderstanding about leadership is that people think it is based on position, but it's not. Stanley Huffty affirmed, "It's not the position that makes the leader; it's the leader that makes the position."
WHO'S THE REAL LEADER?
I personally learned the Law of Influence when I accepted my first job out of college at a small church in rural Indiana. I went in with all the right credentials. I was hired as the senior pastor, which meant that I possessed the position and title of leader in that organization. I had the proper college degree. I had even been ordained. In addition, I had been trained by my father who was an excellent pastor and a very high-profile leader in the denomination. It made for a good-looking résumé—but it didn't make me a leader. At my first board meeting, I quickly found out who was the real leader of that church. By the time I took my next position three years later, I had learned the Law of Influence. I recognized that hard work was required to gain influence in any organization and to earn the right to become the leader.
LEADERSHIP WITHOUT LEVERAGE
I admire and respect the leadership of my good friend Bill Hybels, the senior pastor of Willow Creek Community Church in South Barrington, Illinois, the largest church in North America. Bill says he believes that the church is the most leadership-intensive enterprise in society. A lot of businesspeople I know are surprised when they hear that statement, but I think Bill is right. What is the basis of his belief? Positional leadership doesn't work in volunteer organizations. Because a leader doesn't have leverage—or influence—he is ineffective. In other organizations, the person who has position has incredible leverage. In the military, leaders can use rank and, if all else fails, throw people into the brig. In business, bosses have tremendous leverage in the form of salary, benefits, and perks. Most followers are pretty cooperative when their livelihood is at stake.
But in voluntary organizations, such as churches, the only thing that works is leadership in its purest form. Leaders have only their influence to aid them. And as Harry A. Overstreet observed, "The very essence of all power to influence lies in getting the other person to participate." Followers in voluntary organizations cannot be forced to get on board. If the leader has no influence with them, then they won't follow. When I recently shared that observation with a group of about 150 CEOs from the automobile industry, I saw lightbulbs going on all over the room. And when I gave them a piece of advice, they really got excited. I'm going to share that same advice with you: If you are a businessperson and you really want to find out whether your people are capable of leading, send them out to volunteer their time in the community. If they can get people to follow them while they're serving at the Red Cross, a United Way shelter, or their local church, then you know that they really do have influence—and leadership ability.
This article was excerpted from the Catalyst GroupZineTM, a brand-new group study resource from Nelson Impact and INJOY. Available in stores January 2006, the GroupZine will premier at the Catalyst Conference on October 6-7, 2005.
hat tip: Blanchard Family
Leadership is influence—nothing more, nothing less. When you become a student of leaders, as I am, you recognize people's level of influence in everyday situations all around you.
FIVE MYTHS ABOUT LEADERSHIP
There are plenty of misconceptions and myths that people embrace about leaders and leadership. Here are five common ones:
1. THE MANAGEMENT MYTH
A widespread misunderstanding is that leading and managing are one and the same. Up until a few years ago, books that claimed to be on leadership were often really about management. The main difference between the two is that leadership is about influencing people to follow, while management focuses on maintaining systems and processes. As former Chrysler chairman and CEO Lee Iacocca wryly commented, "Sometimes even the best manager is like the little boy with the big dog, waiting to see where the dog wants to go so that he can take him there."
The best way to test whether a person can lead rather than just manage is to ask him to create positive change. Managers can maintain direction, but they can't change it. To move people in a new direction, you need influence.
2. THE ENTREPRENEUR MYTH
Frequently, people assume that all salespeople and entrepreneurs are leaders. But that's not always the case. You may remember the Ronco commercials that appeared on television years ago. They sold items such as the Veg-O-Matic, Pocket Fisherman, and Inside-the-Shell Egg Scrambler. Those products were the brainchildren of an entrepreneur named Ron Popeil. Called the salesman of the century, he has also appeared in numerous infomercials for products such as spray-on relief for baldness and food dehydrating devices.
Popeil is certainly enterprising, innovative, and successful, especially if you measure him by the $300 million in sales his products have earned. But that doesn't make him a leader. People may be buying what he has to sell, but they're not following him. At best, he is able to persuade people for a moment, but he holds no long-term influence with them.
3. THE KNOWLEDGE MYTH
Sir Francis Bacon said, "Knowledge is power." Most people, believing power is the essence of leadership, naturally assume that those who possess knowledge and intelligence are leaders. But that isn't automatically true. You can visit any major university and meet brilliant research scientists and philosophers whose ability to think is so high that it's off the charts, but whose ability to lead is so low that it doesn't even register on the charts. IQ doesn't necessarily equate to leadership.
4. THE PIONEER MYTH
Another misconception is that anyone who is out in front of the crowd is a leader. But being first isn't always the same as leading. For example, Sir Edmund Hillary was the first man to reach the summit of Mount Everest. Since his historic ascent in 1953, many people have "followed" him in achieving that feat. But that doesn't make Hillary a leader. He wasn't even the leader on that particular expedition. John Hunt was. And when Hillary traveled to the South Pole in 1958 as part of the Commonwealth Trans-Antarctic Expedition, he was accompanying another leader, Sir Vivian Fuchs. To be a leader, a person has to not only be out front, but also have people intentionally coming behind him, following his lead, and acting on his vision.
5. THE POSITION MYTH
As mentioned earlier, the greatest misunderstanding about leadership is that people think it is based on position, but it's not. Stanley Huffty affirmed, "It's not the position that makes the leader; it's the leader that makes the position."
WHO'S THE REAL LEADER?
I personally learned the Law of Influence when I accepted my first job out of college at a small church in rural Indiana. I went in with all the right credentials. I was hired as the senior pastor, which meant that I possessed the position and title of leader in that organization. I had the proper college degree. I had even been ordained. In addition, I had been trained by my father who was an excellent pastor and a very high-profile leader in the denomination. It made for a good-looking résumé—but it didn't make me a leader. At my first board meeting, I quickly found out who was the real leader of that church. By the time I took my next position three years later, I had learned the Law of Influence. I recognized that hard work was required to gain influence in any organization and to earn the right to become the leader.
LEADERSHIP WITHOUT LEVERAGE
I admire and respect the leadership of my good friend Bill Hybels, the senior pastor of Willow Creek Community Church in South Barrington, Illinois, the largest church in North America. Bill says he believes that the church is the most leadership-intensive enterprise in society. A lot of businesspeople I know are surprised when they hear that statement, but I think Bill is right. What is the basis of his belief? Positional leadership doesn't work in volunteer organizations. Because a leader doesn't have leverage—or influence—he is ineffective. In other organizations, the person who has position has incredible leverage. In the military, leaders can use rank and, if all else fails, throw people into the brig. In business, bosses have tremendous leverage in the form of salary, benefits, and perks. Most followers are pretty cooperative when their livelihood is at stake.
But in voluntary organizations, such as churches, the only thing that works is leadership in its purest form. Leaders have only their influence to aid them. And as Harry A. Overstreet observed, "The very essence of all power to influence lies in getting the other person to participate." Followers in voluntary organizations cannot be forced to get on board. If the leader has no influence with them, then they won't follow. When I recently shared that observation with a group of about 150 CEOs from the automobile industry, I saw lightbulbs going on all over the room. And when I gave them a piece of advice, they really got excited. I'm going to share that same advice with you: If you are a businessperson and you really want to find out whether your people are capable of leading, send them out to volunteer their time in the community. If they can get people to follow them while they're serving at the Red Cross, a United Way shelter, or their local church, then you know that they really do have influence—and leadership ability.
This article was excerpted from the Catalyst GroupZineTM, a brand-new group study resource from Nelson Impact and INJOY. Available in stores January 2006, the GroupZine will premier at the Catalyst Conference on October 6-7, 2005.
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