Intentional Influence

http://www.businessweek.com/managing/content/jun2009/ca2009065_772331.htm

Great article that is direct about the need to influence with intent if you want to lead. We can go round in circles looking at leadership models and reflecting on what strategy to adopt. Without the power, ability and intent to influence it's very hard to lead anything.

We've spent over 20 years at Common Purpose, as a non-profit helping people lead change, and a few years ago we settled on a persons ability to lead beyond authority as the key thing. At it's heart it means understanding how to influence without reverting to your position of power.

The thing I would add though is that you can't influence effectively without resetting your radar. You have to see and understand what people and organisations very different to you, and your training, are thinking.

For more see http://www.commonpurpose.org/home/books/beyondauthority.aspx with a note from David Bell - Chair of the FT

The problem with labels

I've just been reading a piece by Mike Chitty on how we need to create more enterprising citizens and schools shouldn't restrict enterprise education to creating more entrepreneurs. The same often happens to those of us working in leadership education. Many people assume it is only about creating a distinct group of leaders who will take up positions of authority e.g. chief of police, senior partner, chief executive etc, but for us it's almost the opposite. It's about creating people who can lead from wherever they are, regardless of position, or hierachical power.

We need more people who feel they can act to make a difference and aren't only a passive part of a wider organisation or community. May Blood is a great example of this. Prior to taking part in our leadership programme she said 'In Northern Ireland, but perhaps everywhere, community entrepreneurs are not taken seriously, especially if they are women. I knew I had a serious contribution to make but I knew I would be treated as a poor relation'. It turned out well for her and she is now a Baroness!

For me it's all about helping people create change and I don't worry about the labels. Can't we stop people trying to say it's not for me, and get them to look past the titles of entrepreneurs or leaders?

Permission or forgiveness?

I've just read Tribes by Seth Godin. A great read and the phrase that sticks with me is that it is easier to ask for forgiveness than permission. It meant a lot to me because I've often used this when I've been asked to describe my own approach to leadership.

I've been accused of being careless in my approach to issues and change, but I think that's the point. I don't mean to be careless but if you are going to lead any change you have to first understand you are going to tread on toes, you are going to upset people. If you didn't it wouldn't be change. It's the very nature of leadership that you believe that something needs to change, you are passionate that an opportunity needs to be taken, or that you need to overcome a problem. Being a leader actually means caring, it means caring enough to take a journey, to overcome and work with the obstacles you are presented with.

To lead beyond authority you need to accept that you won't be able to get permission in advance. Once you do that and you start your journey to make something happen it will then all start to fall into place. The journey to this point though is what I think leadership development is all about. So then leaders accomplish their goals and they complete their journey, what are they then asking for forgiveness for? Is it for taking on the challenge and leading the change, or is it for upsetting a few apple carts along the way? I guess it depends on how well they led the change, and in turn this may be what affects whether they can build the natural authority to lead change a second time around....