One of the things that has surprised me most in my role as a mentor is discovering how many very powerful designers and researchers who do not consider themselves leaders (despite being so by their actions), just because they do not have the responsibility of leading a team. Behind this belief is the idea that to be a leader you must be in charge of something (a team, a company, a country).
(NOTE: In this article I focus on the world of design and research, but the concepts apply to any profession in any field).
There are as many definitions of leadership as there are books or articles published on the subject, but a common thread in all definitions is the ability of a leader to influence and inspire others, and thus get a group of people (regardless of their position in an organization chart) to align and collaborate to achieve agreed-upon objectives.
The key concept behind a good leader is influence: the ability to be heard and have your voice carry weight in decision making because people choose to do so. A hierarchical position does not guarantee that we have more influence. Influence is not a little box on the organizational chart.
A leader is followed because he actively contributes to the success of both the company and the people around him. You follow a leader because you want to, not because you have to – your influence is the consequence of your actions. He is a leader because he inspires and unites.
If you have a hierarchical position, but you are not a good leader, at most you can expect to be listened to because “you are the boss”.
From this point of view, it is not necessary to have a hierarchical position to be a leader.
A designer or researcher without a team in charge will be a leader and will have influence among her peers because, among other things,
- has invested time in listening to and getting to know their stakeholders and co-workers, and supports, backs, accompanies and encourages them.
- communicates well – is persuasive and convincing (and has facts rather than just an opinion)
- has strategic vision but is pragmatic
- is empathetic and goes out of her way to help others
- behaves with integrity, generosity
- surrounds herself with people who know much more than she does, and works to develop their full potential collaboratively.
This person may not have decision-making influence at the management level, but he or she will have influence among his or her peers, and will bring the team together under a shared vision to achieve objectives.
A designer or researcher who works on her leadership skills will be more resilient and have more impact than someone who feels she has to “fight” every time to be heard and have her work taken into account. And you won’t need to rely on a “magic promotion” to have more impact.
The path to leadership as a CI (individual contributor)
The path to impact and influence doesn’t start with a promotion and a team in charge. This will mainly lead to more responsibility and perhaps more money (which will hopefully compensate for the extra responsibility). But a promotion will not guarantee that you will have more impact with your work.
This path begins with the conscious choice to become a good leader, not as a means to an end, but because either it comes naturally to you to inspire, help others and lead the way is something you like, because you want to improve your communication skills, strategic, and want to bring more to your team.
Having innate leadership skills is a good start, but a good leader is by design. A good leader cannot lead if she does not first lead (and know herself). A good leader cannot lead for long if in the process she burns out from overexertion, efforts at the wrong time or place, or unrealistic expectations (remember that the human body is not designed for high and continuous efforts).
To be a good leader you have to take the time to get to know yourself and others. We need to improve our strategic, creative and critical thinking, as well as our communication skills. We will have to take a step back and get to know the system (the company) of which we are a part, in order to understand the dynamics and external factors that may affect us. With this knowledge, it is necessary to prioritize and systematically work area by area, continuously, being clear that being a good leader is a long-distance race that requires endurance more than speed.
In a world where short-termism and instant gratification seem to dominate us more and more every day, the road to being a good leader is neither short nor easy, but everything you learn will make you a better professional and a better person.