During my conversations about leadership for the "When Leaders Talk" podcast at coaching sessions, I always invite my speakers to give me their definition of leadership. I don't know how many I have collected so far, but they are all correct. Each one describes a distinct perspective on leadership: from that of trust to that of influence, through concepts such as respect, competence, authenticity, and more.
I must say that until now I have always been extremely cautious about finding and giving my own definition. And even now I have a tough time saying what leadership is to me. Whenever I try, my definition becomes too articulate and long: there are so many attributes I give to leadership, and all are equally important. I realized, then, that for me leadership cannot fall into a succinct definition. My vision of leadership is developed into a concept, an idea modeled on three fundamental pillars: the leader, his or her vision, and his or her system of reference.
To better explain this idea of mine, I will use the metaphor -not too coincidental- of life's journey as an ocean crossing. Here the leader becomes a sailboat, the vision turns into the destination port, and the reference system is the compass.
The Ship
I don't know if you have ever had the experience of getting on a sailboat. As with human beings, each vessel is different from the other, even when they are similar models. A leader is like a sailboat, unique and built with specific materials and techniques that determine its characteristics. Some boats are fast but delicate, others are strong but less agile. Each has its weaknesses, its strengths, its little secrets. And of course, the same goes for leaders. I have never had two leaders who were the same, even if they were inspired by the same principles. We also talk about skills, yes, and then about blind spots, the internal saboteurs that every leader must learn to deal with, and much more, about communication style, authenticity, etc. When we start sailing on our sailboat, we set sail with all this baggage of characteristics, some more obvious and some less so, that make one leader more or less capable than another. This scenario becomes even more articulated when we consider that as the boundary conditions change, so does a leader's performance. There is no one-size-fits-all model for being a successful leader, but awareness of who you are is the first step in navigating with confidence.
To give a practical example, I am a person who has always loved to be in control of the situation. My strength is that I am quite assertive and maintain strong self-control even in demanding situations. My weakness, on the other hand, is stubbornness and the absolute sense of inadequacy that I feel when I realize that I have not mastered the subject matter. I have spent a lot of time delving into the characteristics and limitations of my sailboat, that is, my person. As a leader, I know very well in which situations I can give 100 percent and in which others I am less effective.
The Destination
The second pillar is the destination, which is the clear definition of where the leader wants to go with his or her team. This can include goals in the short term, such as performance targets that are concrete and easily measurable. For example, for a team working in sales, a goal might be to double the revenue from a certain product or service in a set time. Then there are broader goals, which are the manifestation of a dream. Referring to the same team mentioned earlier, this category might include the project of becoming the best sales team nationwide in 3 years. Finally, there is the actual vision, which is the grand design that may not have a specific deadline but always guides the leader's actions and decisions. For example, the leader wants the sales team to become a national role model, not only because of the scope of its achievements but also because of the innovative methodologies implemented over time. In short, the boat is moving in the direction indicated by the leader by following "the big dream" and making milestones in between. A clear and compelling vision not only directs you but also catalyzes the energy of your team, making the journey a shared adventure.
Beware the destination-however great and ambitious it may be-is never final. Once the desired port is reached, the true leader is already thinking about what comes next.
To better understand what I mean by this concept, I refer -again, as in other posts on this blog- to Simon Sinek, who in his book "Start with Why," has well explained how having a destination in mind is important not only for coordinating teamwork but also for motivating and building, within the team, a sense of belonging. Transparently sharing the vision and goals also increases the level of trust the team has toward their leader and vice versa. Regarding trust, I invite you to read the two previous blog articles I published on the site.
The Compass
The third pillar is the reference system: the values, beliefs, and ethical principles that guide the leader's decisions. After all, even if you have a solid boat and know where to go, you need a compass to reach your destination! Values are all those personal aspects that we consider important in our lives. Concepts such as loyalty, family, respect, environment, etc. can fall into this category. If it is important to know what our ethical principles and values are, it is even more important to respect them. Ah, how many times have I seen good preachers and bad examples? This dissonance between words and practice immediately creates distrust, demotivation, and discouragement. When times get tough, when the temptations to take ethical shortcuts get strong, it is your reference system that keeps you on track.
One great example of a leader who was clearly inspired by his values is Mahatma Gandhi, leader of India's independence movement. Gandhi achieved extraordinary feats through a form of nonviolent civil disobedience that inspired and still inspires millions of people around the world, including Martin Luther King, Nelson Mandela, and many others. Gandhi was guided by the values of truth, nonviolence, tolerance, and love for all human beings. He passionately believed that true leadership was based on service to others and not personal power and said, "The best way to find yourself is to lose yourself in the service of others."
Beyond the Three Pillars
These are the three pillars of leadership on which every leader must steadfastly focus through careful self-understanding and improvement of character and leadership aspects that could undermine its stability. Once these three pillars are stabilized, every leader has the opportunity to build something even greater on top of them. I am talking, for example, about organizational culture, resilience, and the ability to adapt and innovate, other important building blocks that make a person a successful leader. Through the balance of these three elements, a leader not only creates an immediate impact but also leaves a lasting legacy, positively influencing generations of future leaders.