By Jamie Grant, C’98 GEd’99, Senior Associate Director, Career Services
There are probably shelves as long as an airplane’s runway of “leadership” books in Van Pelt, each holding different theories of what makes a “good,” or even great, leader. In my conversations with students and alumni every day, at least once every session we try to identify and articulate that individual’s leadership “style,” as it’s such an integral part of success in careers. When you’re applying for roles, you likely will notice some descriptions require leadership skills, whereas others are more subtle or don’t mention it at all. I guarantee, at some point probably soon, someone will ask you what kind of leader you are.
Whether you’re in charge of part of a class project, or leading a sizeable team of people, your self-awareness of and how you can continue to grow and improve leadership skills is a lifelong pursuit.
According to a recent impactful Harvard Business Review article I read, there are six areas that the leaders of tomorrow must cultivate. Here’s my summation of those points –
- Pay attention to the emotions and mood of your team, and open conversations as needed. It “takes practice and intentional effort.” It has never failed me to open the conversational floor with my team about how everyone is feeling, doing (at work and in life), where there are struggles or lack of understanding. Talking things through together has built some incredibly strong relationships and trust.
- Be adaptable and adjust as needed. “Treat people as they want to be treated” – this kinds of flips the script a bit – it’s not your leadership style that’s most important for every team you’re part of, but rather how that particular team and each of it’s members needs to be lead – I often think of this as the way I “serve” my team.
- Keep your thinking flexible, and lean into uncertainty. “Embrace ambiguity, seek perspectives, understand the larger context.” As a leader, it took me a long time to accept that I could not possibly have all the answers, all of the time. The better skill? Learning to ask the right questions and get creative with your team in finding answers.
- Actively seek out and consider different perspectives. Question assumptions, look for input from those whose world-view is different than your own and find others who can challenge your biases.
- Identify where you can “strategically disrupt”. Rather than just for the sake of breaking rules, effective leaders ask “why do we do it this way?” and push for continuous learning and improvement. This can be particularly impactful for advancing inclusion and equity within your organization or system. Idea – reserve time in any meeting at the end to inquire where there may be an opportunity for improvement.
- Leaders also need to be mentored, and supported. t’s easy to burn out when you are “in charge,” especially in demanding environments with quickly changing dynamics. So, start today by identifying your own support system and ask good questions here as well – what am I doing well? Where might I improve? When you are the “boss,” your team will be stronger when you are able to recognize your own limitations, set boundaries, seek support and ensure you’re taking care of yourself.
Now, pardon me while I go reset for the evening and think of the next area of my work I’d like to improve upon!
