In Power...or near power?

 

In Power…or near power?

 

Every leader has some element of power. That power is granted by their superior and consists of both responsibility and authority to accomplish a specific task or tasks.  Implicit with this ‘power’ is the accountability associated with both components.  By that I mean that the achievement of the task must be done within the bounds of the authority granted.  Working outside of these bounds implies that ‘the end justifies the means’ and this typically suggests that the conduct has been legally, ethically or morally dubious.

Because of this expectation, many leaders fail.  In fact, many leaders are either unable or unwilling to function under the burden of these guideposts.  Consequently they surround themselves with those who live to be ‘near power’ (‘np’ers’) while staying far away from actually being ‘in power’. 

Too often these ‘np’ers’ are there to support the leader’s aspirations by telling them exactly what they want to hear. They are as unable or unwilling to speak truth to power as the leader is unable or unwilling to hear it.

These dysfunctional situations can be seen in all areas of society – business, politics, sports, religion and government.  Generally it indicates that the leader is in over their head but they lack to strength of character to admit it or to ask for help. Instead they push on and go further and further down the rabbit hole of denial until the weight of incompetence finally crashes down around them.

An authentic leader expects and accepts that they will be held to account for their performance.  They are self-aware enough to evaluate their own competencies and to surround themselves with others who complement their abilities by filling the gaps in their skills and/or experiences. These ‘np’ers’ are competent and strong enough to speak to power.  In so doing, the leader is able to add to the capabilities of the entire team.

To lead most effectively you need to:

1.    Understand and accept that YOU will be held accountable for the proper completion of the tasks assigned to you.  This is not negotiable nor can it be delegated.

2.    Confidently and realistically evaluate your strengths and weaknesses.  Are your aspirations for power supported by the facts?

3.    Hire those with competencies that complement - not compliment – your character and abilities.

4.    Beware of those who seek to be more than ‘near power’. Some would rather attempt to implant their own ideas or strategies for personal gain. In so doing, they undermine rather than support.

5.    Routinely do a ‘health check’ of your team.  Life is dynamic and we often cling to that which we know, even after we sense that it is no longer in our best interests.  Summon the courage to choose to ‘excuse’ those who have ceased to positively contribute to your well-being.

Leading can be made easier by those with whom we choose to surround ourselves.  Making solid decisions about these people will make other decisions better and easier.