With Newfound Authority
June 2008 Book Report
By Rolf Crocker
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You know, a funny thing happened on my way to writing my Book Report today. If you look through The Book Report archives, you’ll see it’s no secret that I am a huge fan of Dr. John Maxwell. His books, ‘Developing the Leader Within You’ and ‘Developing the Leaders Around You’ are Leadership 101, as far as I am concerned. Back to my story – so I’m pounding away at the keyboard when I receive my monthly e-newsletter from John entitled ‘Leadership Wired’ (go to www.injoy.com to sign up – it’s free!). Under the section ‘Leadership @ Large’ was an article called ‘Five Questions for Leaders with Newfound Authority.’ I thought, “This is phenomenal – our folks need to read this!” The staff at Injoy has graciously given their permission to reprint the excerpt, so here it is for your leadership nutritional needs.

Five Questions for Leaders with Newfound Authority

(This article is used by permission from Dr. John C. Maxwell's free monthly e-newsletter 'Leadership Wired' available at www.injoy.com)

The most revealing chapter of a leader's journey begins when they ascend to their first position of influence. Much can be deciphered about a person's character by observing how they wield authority.

Don't misinterpret me; leadership transcends titles, and influence cannot be confined to positions of rank or seniority. Nonetheless, newfound authority carries the weight of responsibility. How a leader responds to that responsibility can be a measuring stick of their overall fitness to lead.

When leaders are handed authority, they enjoy broader latitude to exercise their leadership style. As positional leaders, they are able to implement their ideas more freely and instill their values more directly. The decisions they make at this critical juncture may either launch their careers or stunt their development.

In his blog for Harvard Business Publishing, Bill Taylor poses five questions aspiring leaders should consider as they assume the reigns of authority. For rising leaders, or those mentoring a leadership rookie, his material will be particularly beneficial.

Five Make-or-Break Questions for Aspiring Leaders

1) Why should great people want to work with you?

Money without mission attracts mercenaries. Talent "for-hire" flows to the highest bidder, and refuses to drop anchor. In the absence of a compelling vision, leaders find themselves presiding over a collection of individuals rather than leading a team.

As Bill Taylor writes, "great people want to feel like they're part of something greater than themselves." By offering more than a paycheck, an aspiring leader attracts values-based performers. Such employees are likely to forge emotional ties to the organization, take ownership of its mission, and invest themselves to accomplish its vision.

2) Do you know a great person when you see one?

"When it comes to evaluating talent, character counts for as much as credentials," writes Taylor. Aspiring leaders are wise to hire people who, in addition to being competent, fit smoothly into the company's culture. To do so, it may be necessary to endure the inconvenience (and extra work) of a longstanding opening until a suitable candidate surfaces.

3) Can you find great people who aren't working for you?

Aspiring leaders may want to polish their sales pitch to attract star performers from outside the organization. According to Taylor, "Leaders who are content to fill their organizations with people actively looking for jobs risk attracting malcontents and mediocre performers."

Talent will not beat a path to your door. The best leaders are actively on the lookout for key contributors. They look to hire, not when the need arises, but whenever they locate peak performers.

4) Are you teaching great people how your company works and wins?

In an effort to showcase their leadership skills, insecure leaders may rally their team to outperform others within the organization. The result: a counterproductive spirit of competition instead of togetherness.

Smart leaders are wary of silos. They define the win for their team and connect that win to the company's overarching strategy. They recognize the power of a "we" mentality. As such, they prioritize connecting the performance of their people to the overall success of the company.

5) Are you as tough on yourself as you are on your people?

Bleed your creed. Undemonstrated or uncertain commitment on the part of a leader has a corrosive effect on that leader's influence. Followers resent leaders who are unwilling to make the investment they demand of those they supervise.

Oppositely, leaders who pay the price to fulfill lofty self-expectations earn the right to place high standards on their people. By doing so, they are imbuing their authority with authentic influence.

For more content from Bill Taylor, browse his blogs on the Harvard Business School's publishing website. To sign up for ‘Leadership Wired’, a free e-newsletter from John Maxwell, go to www.injoy.com.

Rolf Crocker

Rolf Crocker is the VMS National Sales Manager for Community Association Banc. He can be reached at .