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5 Steps to Creating a Successful Leadership Development Plan

• 27 Nov 2019

Leadership development is a key initiative for many businesses. Organizations not only try to recruit candidates with leadership potential but cultivate their current employees’ leadership skills.

In a survey by global research and advisory firm Gartner , 60 percent of human resources executives said they’ll focus on cultivating leader and manager effectiveness for their company in 2023. In doing so, they intend to nurture the professional development of potential leaders by developing specific leadership qualities, such as authenticity, empathy, and adaptiveness—representing a new kind of “human” leadership.

Additionally, a report by the World Economic Forum projects leadership and social influence to be among the fastest-growing workplace skills through 2022, which ties into a burgeoning trend for all workers to become lifelong learners to address emerging skills gaps.

For motivated professionals who want to advance their careers and assume leadership positions, creating a leadership development plan is vital to staying ahead of the curve and rising to the demands of the job market. According to Harvard Business School Professor Ethan Bernstein, the path to effective leadership is more fluid now than in the past.

“Once upon a time, you would enter a leadership development program in a company that might put you on a 20-year track to becoming an executive,” Bernstein says. “Many of us can’t even fathom that today. But that should be freeing in that it gives us license to develop ourselves and create our own individualized leadership development plans.”

As you plot your career trajectory and consider how you can maximize your professional influence and impact, here are five steps to creating a successful leadership development plan.

How to Design Your Leadership Development Plan

1. assess where you are professionally.

Mapping your leadership development starts with understanding yourself and where you stand professionally. Taking stock of your strengths, weaknesses, and workplace tendencies can help identify areas for improvement and anticipate pitfalls that could arise on your journey to becoming a more capable leader.

“In the process of identifying how what you’ve done before may or may not make you successful going forward, you raise your awareness about how what you already know will contribute to, or undermine, your capacity to successfully lead others in the future,” Bernstein says.

Completing an assessment can be a valuable way to reflect on your motivational drivers and limitations and gain a more holistic view of your personal leadership style . Pairing self-reflection with a 360-degree assessment enables you to solicit feedback from colleagues and peers, which can provide greater insight into how others experience you. In turn, you can build and leverage a keener sense of emotional intelligence throughout your leadership development journey.

Related: 4 Tips for Developing Your Personal Leadership Style

2. Set an Attainable Goal

Goal setting is an essential component of any leadership development plan.

“Just like anything else: If you don’t know where you’re going, you’re probably not going to get there,” Bernstein says. “It sounds overly simplistic, but that summarizes why goals are important."

Bernstein teaches the PACE model, an acronym for:

• Pick a leadership goal
• Apprise others in your inner circle of the goal
• Collect specific ideas on how to improve
• Elicit feedback on how you’re doing

PACE is employed by learners to select leadership development goals and chart a course of action for achieving them. The first step in the process, Pick, is centered on identifying and prioritizing a goal you can strive toward to boost your professional effectiveness. When setting this goal, take an agile approach and consider both the short and long term.

“You can’t lose sight of where you’re trying to go over the span of a decade—or even a career—which is why making long-term goals is important,” Bernstein says. “But we can’t, as human beings, make progress if we make the milestones so grand and far away that they seem unachievable. A little bit of progress each day keeps the frustration at bay.”

As you define and establish your key goal, consider how you’ll measure progress along the way to ensure you stay on track.

3. Engage in Leadership Training

Leadership training can benefit you no matter your career stage. Beyond the opportunity to gain and practice the technical skills needed to empower employees and influence others , you’re exposed to faculty and peers you can lean on for support and learn and grow from. It can also equip you for future leadership roles.

According to Bernstein, honing your leadership abilities in a classroom setting is advantageous because it provides a low-risk environment for reevaluating and fine-tuning goals when you encounter setbacks.

“It’s helpful to have a group of people—we call it your ‘inner circle’—who’ve heard and embraced your leadership goals, and whose conversations helped inform how you would go about achieving them,” Bernstein says. “In moments of challenge and relapse, you can go back to them for encouragement and courage. You can revise your goals in a safe environment because you have a level of openness and vulnerability with those people built into the course.”

4. Interact with Your Network

A professional network is one of the most valuable resources in any leader’s arsenal, so make it a point to grow yours . Throughout your leadership development journey, connecting with like-minded peers can have a positive impact by providing opportunities to employ the knowledge you’ve gained and receive feedback on your progress.

These kinds of interactions are core tenets of the online course Leadership Principles , in which learners practice delivering feedback through video exercises that allow them to evaluate their effectiveness in various business scenarios.

“Ensure your leadership development includes some interaction with other learners and also with the people who are benefitting and suffering from your current capabilities as a leader,” Bernstein says. “We try to teach people to be good protégés, as well as good leaders. It’s an ongoing process. That interaction is important in making things that seem very theoretical ultimately become very practical.”

5. Hone Your Soft Skills

Effective leadership requires a unique blend of characteristics and skills .

“There are skills you need as a leader that you don’t necessarily develop in any other context, at least in a focused way,” Bernstein says. “These include communication; career planning; knowing how to create and evaluate authentic change in a person, including yourself; and negotiating career transitions. These are things you typically won’t do many times in your career, but they will be very important to continuing your leadership trajectory.”

As you chart your leadership development plan, consider how you can bolster essential soft skills like actively listening , practicing empathy , and creating value in a negotiation to ensure you’re prepared to tackle any organizational challenges that come your way.

Developing Your Leadership Skills

Striving to become a strong, capable leader is a commitment you can make at any stage of your career —although doing so sooner means you can reap the benefits longer. By assessing where you are professionally and thinking deeply about where you want to go, you can design a leadership development plan that enables you to channel your passions and build the skills needed to be more impactful in your role.

Do you want to enhance your leadership skills? Download our free leadership e-book and explore our online course Leadership Principles to discover how you can become a more effective leader and unleash the potential in yourself and others.

This post was updated on December 21, 2022. It was originally published on November 27, 2019.

About the Author

Business Leadership Today

Navigating Your Leadership Journey: The 5 Crucial Steps in Leadership Development

Matt Tenney, Author of Inspire Greatness: How to Motivate Employees with a Simple, Repeatable, Scalable Process

The renowned tennis player Arthur Ashe once eloquently stated, “Success is a journey, not a destination. The doing is often more important than the outcome.” This profound insight resonates deeply within the sphere of leadership development, where the journey of growth and learning holds paramount importance.

Leadership is not just about being in charge. It’s about nurturing others, setting a vision, taking initiative, and creating something of lasting worth. It’s a journey, not a destination. And like any journey, it requires a roadmap. 

But what does this roadmap look like? How do we navigate it? These are the questions that often arise when we embark on our leadership journey. Fortunately, we have a guide in the form of the five levels of leadership . 

This model, which has been widely recognized and utilized in the field of leadership development, provides a clear path for aspiring leaders. It breaks down the complex process of leadership development into manageable steps, each requiring its own set of skills and abilities.

The five steps of leadership development, characterized by how a leader grows their influence, include establishing authority, building relationships, achieving results, fostering individual growth, and attaining respect that paves the way for a lasting leadership legacy.

Each step builds on the previous step and requires different skills and abilities to progress. Leaders continuously learn and grow to move from one level to the next. 

By understanding these five levels of leadership and what is required for growth, leaders can better understand their own leadership style and identify areas for learning and development.

In this article, we will explore these five steps in detail, providing you with a guide to navigating your leadership journey. Whether you’re a seasoned leader or just starting out, understanding these steps can help you become a more effective and influential leader.

Why Leadership Is a Journey, Not a Destination

Leadership development is considered a journey because it’s a continuous process that involves growth, learning, and evolution over time. It’s not a static state or a fixed destination that one can reach and then stop. 

Leadership is about responsibility, not power . Leaders are often responsible for setting a vision and taking the initiative to achieve that vision, with the goal of uniting team members with a shared sense of purpose that guides them toward the vision.

Here are a few reasons why leadership development is seen as a journey:

Continuous Learning

Leadership involves a wide range of skills and abilities, many of which are developed and refined over time. These can include communication skills, decision-making abilities, emotional intelligence, and many others. Leaders must continually learn and adapt to new challenges and situations.

Much of leadership development comes from hands-on experience. Leaders learn from their successes and failures, and each experience provides valuable lessons that help them grow and improve.

Personal Growth

Leadership development often involves personal growth. Leaders must understand themselves, their strengths and weaknesses, and how they impact others. This self-awareness and personal development is a lifelong journey.

Changing Roles

As leaders progress in their careers, their roles and responsibilities often change. They may need to develop new skills and adapt to new challenges. This ongoing adaptation is part of the leadership journey.

Mentorship and Succession

Part of a leader’s journey is developing future leaders. This involves mentoring others, sharing knowledge and experiences, and preparing for succession.

In the words of John C. Maxwell, “Leadership develops daily, not in a day.” This underscores the idea that leadership development is a journey that unfolds over time.

The Maxwell Model of Leadership Development

Maxwell, a renowned leadership expert and author, introduced his model of leadership development—the 5 levels of leadership—which provides a comprehensive framework for understanding and cultivating effective leadership. 

This model, detailed in Maxwell’s seminal works Developing the Leader Within You and The 5 Levels of Leadership , offers a clear roadmap for leadership development.

Maxwell’s model delineates five distinct levels of leadership, each characterized by a unique focus and type of influence:

• Position (Rights): Leadership starts with a title or position that gives the leader authority.
• Permission (Relationships): Leaders earn trust and respect, leading to voluntary followership.
• Production (Results): Leaders gain recognition through tangible results, enhancing their credibility.
• People Development (Reproduction): Leaders focus on team development, enhancing performance, and cultivating future leaders.
• Pinnacle (Respect): Leaders create a legacy of leadership, extending their influence beyond their immediate sphere.

Maxwell’s model serves as a beacon for leaders at all stages of their leadership journey. By understanding and applying these levels, leaders can progressively enhance their influence, build stronger teams, and create a lasting legacy of leadership. 

This model underscores the fact that leadership is not a destination but a continuous journey of learning, growth, and development.

Climbing Maxwell’s Leadership Ladder

Now, let’s dive deeper into each of these levels.

Position: Establishing Authority

The first level of leadership development is Position. At this level, individuals are given a title or position within an organization. This could be a team leader, manager, director, or any other leadership role. 

The leader’s influence at this level is limited to the power of their position. People follow the leader because they have to, not necessarily because they want to. The leader’s success at this level is based on their ability to get the job done and meet the organization’s objectives.

Permission: Building Relationships

The second level of leadership is Permission. At this level, leaders develop relationships with their team members. They earn the trust and respect of their team by showing genuine interest in their team members and treating them with respect. People start following the leader because they want to, not because they have to. 

When it comes to leadership development, relationships are everything . Building on this foundation, the leader’s influence grows as they earn the trust and respect of their team. The leader’s success at this level is based on their ability to build strong relationships with their team members

Production: Achieving Results

The third level of leadership is Production. Leaders at this level are effective at getting things done. They produce results and their teams are highly productive. This increases the leader’s credibility and influence within the organization. 

As highlighted in an article from the MIT Sloan Management Review , leaders who emphasize organizational outcomes and achieve results not only enhance their credibility but also their influence within the organization, with these perceptions being formed through both direct and indirect observation of the leader’s performance.

The leader’s success at this level is based on their ability to achieve results and meet the organization’s goals.

People Development: Fostering the Growth of Individuals

The fourth level of leadership is People Development. At this level, leaders focus on developing their team members. They invest time and energy into mentoring and training their team. 

This not only improves the team’s performance but also creates future leaders. The leader’s success at this level is based on their ability to develop their team members and create future leaders.

Pinnacle: Attaining Respect

The fifth and highest level of leadership is the Pinnacle. This level focuses on attaining respect and building a lasting leadership legacy.

Leaders at this level have developed leaders who are developing other leaders. Their influence extends beyond their own team and even their own organization. The leader’s success at this level is based on their ability to develop other leaders and create a legacy of leadership.

Leadership development is a journey that involves growing from one stage to the next. Each level of leadership requires different skills and abilities, and leaders must continuously learn and grow to move from one level to the next. 

Navigating Your Leadership Journey

Leadership development is a journey that requires self-awareness, continuous learning, and growth. The five steps of leadership development provide a roadmap to guide you on this journey. Here’s how you can apply these steps to your own leadership development:

Step 1: Establishing Authority

The first step in your leadership journey is establishing authority. This is the stage where you recognize the power and responsibility that comes with your position. It’s important to understand that at this level, people might follow you because they have to, not because they want to.

At this level, your influence comes solely from your position or title. Therefore, it’s crucial to use your authority responsibly and strive to meet your organization’s objectives. This involves setting clear expectations, making decisions, and taking responsibility for the outcomes.

Understand the responsibilities that come with your position and use your authority wisely. Set clear expectations for your team and lead by example. Regularly communicate with your team to ensure everyone is aligned with the team’s objectives.

Step 2: Building Relationships

The second step involves building relationships with your team members. This is where your leadership style starts to take shape. You show genuine interest in your team members and treat them with respect.

By doing so, you earn their trust and respect. This leads to a shift in dynamics where people follow you because they want to, not because they have to. Building strong, authentic relationships is key to expanding your influence beyond your positional authority.

Invest time in getting to know your team members on a personal level. Show genuine interest in their well-being and career aspirations. Regularly provide positive feedback and recognition to build trust and respect.

Step 3: Achieving Results

The third step in your leadership journey is about achieving results. At this level, your focus should be on getting things done.

Your ability to produce results will increase your credibility and influence within the organization. Remember, leaders are often judged by their ability to achieve results. Therefore, developing a results-oriented mindset is crucial at this stage.

Strive to meet your goals and help your team meet theirs. Set clear, measurable goals for yourself and your team. Regularly track and review progress toward these goals. Celebrate achievements and learn from failures. 

Step 4: Fostering the Growth of Individuals

The fourth step involves fostering the growth of individuals within your team. At this level, your focus shifts from achieving personal results to developing your team members.

Invest time and energy into mentoring and training your team members. By helping them grow, you’re not only improving your team’s performance but also preparing future leaders.

Identify the strengths and development areas of each team member. Provide opportunities for them to learn and grow. This could be through on-the-job training, mentoring, or external courses. Regularly check in on their progress and provide constructive feedback.

Step 5: Attaining Respect

The final step in your leadership journey is about attaining respect and leaving a lasting legacy. At this level, your influence extends beyond your team and your organization. You’ve developed leaders who are developing other leaders.

When you’ve reached the point where people follow you because of who you are and what you represent, you can shift your focus to leaving a legacy of leadership that will serve as a model for others.

Strive to create a positive and inclusive team culture where everyone feels valued and respected. Encourage team members to take on leadership roles and provide guidance as needed. Share your own experiences and lessons learned to inspire and motivate others.

Moving through these levels doesn’t happen overnight. It requires time, effort, and a commitment to continuous learning and growth. 

Making the Most of the Journey

Leadership development is indeed a continuous journey, not a destination. It’s a path that requires self-awareness, continuous learning, and a steadfast commitment to personal and professional growth. 

As you navigate through the five levels of leadership—from establishing your position to building relationships, from achieving results to developing people, and finally, attaining respect—remember to be patient with yourself. 

Every great leader was once a beginner. Every seasoned executive was once a novice. It’s important to remember that progress, not perfection, is the goal. Each step you take on this journey, no matter how small, is a step toward becoming a better leader. 

As John C. Maxwell once said, “The greatest day in your life and mine is when we take total responsibility for our attitudes. That’s the day we truly grow up.” This quote serves as a reminder that leadership development starts from within. It’s about taking responsibility for your actions, your decisions, and, most importantly, your attitude.

So, embrace the journey. Learn from your experiences. Grow with each challenge. And, most importantly, make the most of the journey. Because in the realm of leadership, the journey itself is the reward. 

Whether you’re just starting out on your leadership journey or you’re a seasoned leader, the five steps of leadership development provide a roadmap to guide you. Use it to navigate your path, enhance your influence, build stronger teams, and create a lasting legacy of leadership. 

After all, leadership is not just about reaching the pinnacle; it’s about the journey you take to get there.

Matt Tenney has been working to help organizations develop leaders who improve employee engagement and performance since 2012. He is the author of three leadership books, including the groundbreaking, highly acclaimed book Inspire Greatness: How to Motivate Employees with a Simple, Repeatable, Scalable Process.

Matt’s ideas have been featured in major media outlets and his clients include numerous national associations and Fortune 500 companies.

He is often invited to deliver keynote speeches at conferences and leadership meetings, and is known for delivering valuable, actionable insights in a way that is memorable and deeply inspiring.

Others Recent Articles and Podcast Episodes

Three pillars of an effective leadership development action plan, the disadvantages of lower retention rates, 5 ways to keep employees motivated during challenging times.

The leadership journey of Abraham Lincoln

Many years ago, I made a short film for the Harvard Business School about the lessons that Abraham Lincoln’s life offered for modern leaders. I interviewed a range of CEOs, asking them what they’d learned from the 16th president. Their responses were wide-ranging and profound; many continue to influence my work on leadership.

I was particularly struck by what A. G. Lafley, CEO of Procter & Gamble at the time, said about how leaders are made. He pointed to three main ingredients. The first is an individual’s strengths and weaknesses and the cumulative experience a person acquires walking his or her path. The second is that an individual recognizes a moment has arrived that demands his or her leadership. The third is that the individual has to consciously decide “to embrace the cause and get in the game.”

Making oneself into a courageous leader, in the way Lafley describes, is perilous, compelling, and exhausting work. It also is some of the most satisfying one can do, and it could not be more important today. Like the turbulent Civil War that Lincoln found himself at the center of, the early 21st century cries out for effective, decent leaders. People of purpose and commitment who want to make a positive difference and who choose to rise: first within themselves, by claiming their better selves, and then on the larger stage, by staking out the higher ground.

Abraham Lincoln has something to offer each of us right now as we try to craft lives of purpose, dignity, and impact. Are you ready to hear the call to action contained in his story?

Discernment

Lincoln had humble roots and no formal education. By age 25, he also had a growing interest in politics, and needed a career to feed that interest while helping him improve his lot. Lincoln began borrowing the law books of a mentor from the Illinois state militia who was an accomplished attorney and state legislator. He studied by himself. A neighbor remembered Lincoln “was so absorbed that people said he was crazy. Sometimes [while he was studying he] did not notice people when he met them.”

We do not know exactly how Lincoln sustained his determination to succeed. What we do know is that from an early age he practiced great discipline in relation to the things that mattered. Some of the discipline was focused on practical ends: toward preparing himself to be a lawyer or bettering himself intellectually. Some of it was directed at managing his emotions. As his prospects expanded, he worked to comport himself with greater dignity and forbearance.

He earned a reputation as an attorney who was skilled before a jury. Not because he mastered the laws of evidence or finer points of precedents; he did neither. Instead, this reputation rested on his ability to concentrate a jury’s attention on the few essential points of a case while conceding the less important issues to his opponent.

Lincoln’s ability to relate to juries provides a useful lesson about discernment . Leaders trying to accomplish a worthy mission have to cultivate the ability to identify the one, two, or three essential issues facing them at a given moment. It is never five or ten. It is always one or two—maybe three—issues that really matter. Having identified these, leaders must let the remaining concerns go, either by giving themselves permission to turn their attention away from all that is not central to their purpose or by handing peripheral issues to others, including an adversary. Being able to do this—to concentrate on the most important issues while relinquishing the rest—depends on a leader’s willingness to recognize two things: first, he or she cannot do it all, and second, by saying no to that which is not mission critical, one is actually saying yes to that which is.

Disappointment

Lincoln, like many other leaders, didn’t blaze onto the larger stage at a young age. And even when he began to build a legal and political career, his path was marked by as many failures as successes. The making of courageous leaders is rarely swift and smooth. Indeed, the setbacks and the times that Lincoln spent not being able to gratify his ambitions were important ingredients in the wisdom, resilience, and empathy that he nurtured and then used so successfully.

In 1846, for example, Lincoln was elected to the US House of Representatives by a large majority. During his first year in Washington, he devoted most of his attention to attacking Democratic president James Polk’s prosecution of the Mexican-American War. When his term in office ended in March 1849, Lincoln returned to Illinois. There, he discovered that his political stock was lower than when he had left. His party had failed to elect its candidate to the congressional seat that Lincoln was vacating, and many of his supporters blamed him and his unpopular position on the Mexican-American War for the defeat. Lincoln fell into a depression.

Although he returned to the practice of law, Lincoln found the allure of politics irresistible and set about helping to organize the young Republican Party in the state of Illinois. The central element of the Republican platform was opposition to slavery’s extension. Within Illinois, Lincoln became a leading spokesman for this position (while accepting its legality where it already existed). In contrast, many Democrats, such as the US senator from Illinois, Stephen Douglas, supported slavery’s expansion.

In 1858, Lincoln challenged Douglas for his US Senate seat. The race attracted national interest, partly because Illinois was regarded as a battleground state—not only in skirmishes between Democrats and Republicans, but also between supporters and opponents of slavery. Lincoln lost, and was deeply disappointed.

Triumph and tragedy

Late in 1859, newspapers began mentioning Lincoln as a potential presidential candidate in the 1860 election. At the Republican Convention in Chicago, no candidate won a majority of the votes on the first ballot. Support for Lincoln grew as the convention progressed, and on the third ballot, cast on May 18, he won 364 of 466 possible votes, becoming the Republican nominee for president. A month later, the Democrats met to select a nominee. Party delegates split, with Northern members backing Stephen Douglas and Southern delegates supporting John Breckinridge. This splintering of the Democratic party greatly increased the odds of a Republican victory in the general election on November 6.

At about two in the morning on November 7, Lincoln learned that he’d been elected president. As he walked back home in the wee hours, Lincoln did not exult. Recalling the moment two years later, he said he slept little before dawn. “I then felt, as I never had before, the responsibility that was upon me.”

Lincoln’s election precipitated a national crisis. Convinced that the president-elect would try to abolish slavery, many Southern leaders believed the only way to protect the institution—and the way of life that rested on it—was to leave the United States and establish their own country. In early February 1861, representatives of South Carolina, Mississippi, Florida, Alabama, Georgia, Louisiana, and Texas met in Montgomery, Alabama, to form a new nation, the Confederate States of America, and adopt a constitution.

On March 4, 1861, before a crowd of 50,000, Lincoln delivered his inaugural address on the steps of the US Capitol. He knew the fate of the upper Southern states of Virginia, Arkansas, Tennessee, and North Carolina, which had not yet seceded, might depend on what he said, and he took pains to reassure Southerners that he would leave slavery alone in the states where it already existed.

In spite of Lincoln’s efforts, tensions between North and South escalated. These came to a head with the president’s decision on Fort Sumter, a federal garrison in the harbor of Charleston, South Carolina. Government soldiers inside the fort were running out of food. But sending provisions into what was now hostile territory risked Confederate attack. For weeks, Lincoln agonized over what to do. He did not want his administration to appear weak by not resupplying the fort and thus effectively surrendering it. But he also did not want to initiate open warfare.

After many sleepless nights and conversations with his cabinet, Lincoln ordered government forces to sail for Charleston Harbor with food, but no arms. On April 12, 1861, with the federal fleet nearby, Confederates bombarded the garrison with shells and gunfire. Within 36 hours, the commanding officer of the fort surrendered to Southern forces. The Civil War had begun.

From the start, the Civil War defied Americans’ expectations. Following Fort Sumter, for example, many Northerners and Southerners believed that victory was imminent for their respective side, and that few lives would be lost. But after the Battle of Bull Run near Manassas, Virginia, in July 1861, in which almost 5,000 Union (northern) and Confederate troops were killed or wounded, it became clear that the war would be longer and bloodier than most had anticipated. The day after the battle, Lincoln called for 500,000 volunteers; within days, Congress authorized an additional half million troops.

By late 1861, the Union’s general in chief, George McClellan, had reorganized troops around Washington, but then refused to move them south to attack Confederate forces. His Army of the Potomac—some 120,000-men strong—remained in and near the capital without seeing any kind of battle.

Worried about the general’s inaction, Lincoln began visiting McClellan at home during the evenings. On November 13, the president and one of his secretaries, John Hay, called at the general’s house. McClellan was not in, and the two decided to wait. When the general arrived an hour later, he hurried upstairs, ignoring his visitors. The president and his secretary remained where they were for 30 minutes before Lincoln sent word up that he was still downstairs. McClellan sent his own message back, saying he had gone to bed. Hay was appalled at the general’s insolence, voicing this to the president as they walked back to the White House. “It was better at this time,” Lincoln responded, “not to be making points of etiquette & personal dignity.” As he came to understand, not all issues—including personal slights and insults—that came before him were of equal importance. Lincoln realized he had to keep his eye (not to mention his emotional energy) on what was central to his mission and not become distracted by what we would today label “sweating the small stuff.”

The president began to teach himself military strategy, borrowing textbooks from the Library of Congress, poring over field reports, and conferring with military officers. As he did this, it became clear to him that a Union victory depended on the North’s ability to exploit its greater resources—human and economic—in a series of interrelated attacks on the Confederacy. But how could he make his generals execute this strategy? McClellan effectively ignored Lincoln’s orders. Other commanders, often acting without top-level coordination, followed their own plans or simply waited.

It was a lonely time. Some of Lincoln’s loneliness flowed from the authority and responsibility he carried. The president knew that saving the Union rested critically on his shoulders—on ability to simultaneously lead on many fronts against many obstacles. This heavy realization isolated Lincoln from family, friends, and colleagues. Not only could these people not fully grasp what he was dealing with; not only did he have to be careful about entrusting his thoughts and feelings to others; but Lincoln also likely understood that no one else could travel the internal path he was taking as a leader. None could see the things he was discovering about himself and his impact, see the ways he was changing as the war stretched on, or, finally, experience his doubts and fears. These were essential aspects of his leadership, and they were his alone.

Virtually every leader will know real loneliness. This is intrinsic to the work; it can rarely be avoided or wiped away by specific action. Instead, effective leaders learn to accept such moments of isolation, using them in service to their larger mission by keeping their own counsel, reflecting carefully on a particular issue, or grappling with their thoughts and feelings.

In early July 1863, the Army of the Potomac, now under the leadership of General George Meade, won a decisive battle in Gettysburg, Pennsylvania, repulsing Robert E. Lee’s Army of Northern Virginia as it attempted to invade the North. It was a critical victory that came at a fearsome cost. At the opening of the confrontation, a total of 160,000 troops from both sides had poured into the Pennsylvania hamlet. When the smoke cleared three days later, 51,000 Americans were dead, wounded, or missing; 23,000 of these men were federal soldiers, 28,000 were Confederates.

Nonetheless, peace did not come. The war raged on—with seemingly no end in sight. Why, the president asked himself, could he not bring the conflict to a close? Why was it proving so violent? In early November, when he received an invitation to deliver “a few appropriate remarks” at the dedication of a new national cemetery at Gettysburg, Lincoln saw an opportunity to give voice to the larger issues he’d been wrestling with. His remarks totaled only 272 words. It took him less than three minutes to deliver them:

Four score and seven years ago our fathers brought forth on this continent, a new nation, conceived in Liberty, and dedicated to the proposition that all men are created equal. Now we are engaged in a great civil war, testing whether that nation, or any nation so conceived and so dedicated, can long endure. We are met on a great battle-field of that war. We have come to dedicate a portion of that field, as a final resting place for those who here gave their lives that that nation might live. It is altogether fitting and proper that we should do this. But, in a larger sense, we can not dedicate—we can not consecrate—we can not hallow—this ground. The brave men, living and dead, who struggled here, have consecrated it, far above our poor power to add or detract. The world will little note, nor long remember what we say here, but it can never forget what they did here. It is for us the living, rather, to be dedicated here to the unfinished work which they who fought here have thus far so nobly advanced. It is rather for us to be here dedicated to the great task remaining before us—that from these honored dead we take increased devotion to that cause for which they gave the last full measure of devotion—that we here highly resolve that these dead shall not have died in vain—that this nation, under God, shall have a new birth of freedom—and that government of the people, by the people, for the people, shall not perish from the earth.

Lincoln’s speech is a first-rate example of a leader framing the stakes of the change. In hindsight, we can see that he used the dedication ceremony to connect the continuing turbulence—the Civil War—with the history and mission of the enterprise—the American polity and its central proposition. He then led his audience to the present moment, relating their action to “the unfinished work” in which they and all other Americans were involved. He laid down the gauntlet for every citizen who supported the Union: “it is rather for us to be here dedicated to the great task remaining before us—that from these honored dead we take increased devotion to that cause for which they gave the last full measure of devotion.”

In saying this, Lincoln presented the trade-offs of committing to the mission: a great civil war, a testing struggle, and thousands of deaths. He concluded by stating that as formidable as these costs were, they were the price of a mighty end, one with lasting significance: “that this nation, under God, shall have a new birth of freedom—and that government of the people, by the people, for the people, shall not perish from the earth.”

Every modern leader navigating through a crisis can learn from the Gettysburg Address. We are unlikely to approach the eloquence and power of Lincoln’s language. But we can take from his leadership the critical importance of framing the stakes of a particular moment. This means connecting current change efforts to the history and future of the enterprise, locating these efforts in the arc of ongoing events, explaining each stakeholder’s role in the process, identifying the specific trade-offs of making the change, and understanding these costs in relation to the ultimate goal. The more turbulent the world becomes in the early 21st century, the more vital it is for leaders to interpret and frame this volatility in relation to a worthy purpose.

Transformational change

Lincoln had no silver bullets to save the Union. This was difficult to accept. But as the war stretched on, he began to understand that the complexity of the conflict and the magnitude of its stakes made a single, clear-cut way to end it virtually impossible.

This is an insight for today’s leaders. We are under pressure to move fast, leap tall buildings in a single bound, and make a big impact. But the reality of trying to accomplish something real and good gives lie to the seductive notion that there is one simple solution. Almost anything along our life journeys that is worth investing in, worth fighting for, and worth summoning our best selves for has no silver bullet. The bigger the issue, the less likely it is that a leader can resolve it in one or two swift strokes. Understanding this means abandoning the quest for the single definitive answer. Letting go of this quest frees leaders—emotionally and practically—to focus on the many possible approaches and actions needed to make a meaningful difference.

In the aftermath of the battle at Gettysburg, appalled by the human carnage, many Northerners thought the government should stop fighting and seek a settlement with the rebel states, one that recognized the legality of slavery. Against this backdrop, in mid-1863, Lincoln accepted an invitation from his old friend James Conkling to address a large meeting of Union supporters in Springfield, Illinois. As the speech grew closer, pressing responsibilities prevented the president from leaving Washington. So instead of returning to his hometown, he wrote a letter for Conkling to present at the gathering.

The letter, which was published in newspapers across the country, laid out the principal arguments of the peace faction and Lincoln’s careful response to these. Looking back, we can see that Lincoln was doing more than making the case for his policies. As any serious leader engaged in large-scale change must, he was also trying to keep the relevant lines of communication open. He understood that widespread transformation always unleashes waves of collective fear, discontent, and doubt—emotions that often translate into vocal, and potentially more destructive, opposition. He also knew that if left unacknowledged, adversaries have the power to derail even the worthiest attempts at reform, and thus it is a leader’s responsibility to identify and, when necessary, neutralize his or her most powerful critics.

But how is the person at the center of the change to do this without appearing weak, creating additional enemies, or potentially legitimating the very attacks he or she is trying to mitigate? These are complicated issues, so it is not surprising that leaders often avoid head-on engagement with their challengers, hoping instead that the rallying cry of the mission and the enthusiasm of supporters will overwhelm naysayers.

This is a risky strategy, especially when the stakes are high. It was to Lincoln’s credit that he understood the power of Northern elites, who did not want to fight a war to end slavery. The president also realized that to defuse this “fire in the rear,” he had to speak directly to the American public, and he had to do this by addressing the specific arguments his opponents were making against him. Finally, he had to explain his actions in terms of his larger purpose. Lincoln did all of this in the speech for James Conkling. Seen from the perspective of a change leader effectively communicating with relevant stakeholders and trying to alleviate serious threats to the broader transformation, the president’s letter was a tour de force.

As the summer of 1864 wore on, without a Union military victory in sight, Northern morale collapsed. Politicians and journalists called for an immediate end to the war, with many predicting that Lincoln would lose the upcoming presidential election. “The people are wild for Peace,” said New York politician Thurlow Weed. They won’t support the president, he added, because they are told he “will only listen to terms of peace on condition [that] slavery be abandoned.”

The commander in chief began to waver. Perhaps, he told himself as he paced the White House hallway late at night, he should enter into peace talks with Southern leaders. On August 19, he drafted a potentially momentous letter to a Democratic politician and newspaper editor, ending the communication with this proposition: “If Jefferson Davis wishes . . . to know what I would do if he were to offer peace and re-union, saying nothing about slavery, let him try me.”

Having written these words, Lincoln paused. He did not send the letter; instead, he stored it in his desk while he thought about what to do. Two days later, when the escaped slave and abolitionist Frederick Douglass visited Lincoln at the White House to discuss helping slaves reach Union military lines, the president read the letter aloud to him. The black activist strongly urged the chief executive to keep it to himself. If he sent it, Douglass said, the missive would be interpreted “as a complete surrender of your anti-slavery policy, and do you serious damage.”

Lincoln returned the letter to his files. With renewed confidence, the president decided emancipation would remain an essential condition of any negotiations with the Confederacy. For a few days during the long, hot summer of 1864, Lincoln had considered backing away from his mission. But in the end—at the moment it really mattered—he did not. He held the line.

Historians and biographers have pointed to a number of Lincoln’s strengths and their role in his leadership. But one of the most significant of these strengths is not often mentioned, and this is that Lincoln simply kept going. Once he made a crucial decision, he saw it through, even when virtually everything around him seemed stacked against such a commitment. This adherence was not the result of stubbornness or self-righteousness. Rather, it came from the care that Lincoln exercised in making choices, including the slowness with which he acted when the stakes were high; from his growing depth as a moral actor; and from his sheer will to get up each morning and do what he could in service of his mission.

The Civil War ended more than 150 years ago. But we, it seems, are not finished with the man who led the country through it. Not by a long shot. Lincoln’s journey was one of learning by doing, ongoing commitment to bettering himself, keen intelligence harnessed to equally acute emotional awareness, and the moral seriousness into which he grew as he attained immense power. It was also an all-too-human path marked by setbacks, derailments, and disappointments.

Abraham Lincoln was made into an effective leader —first from the inside out and then from the outside in—as he developed and changed throughout his life. That, as president, he refused to ignore the larger consequences of his actions on men and women who had little or no agency, that he saw beyond the immediate moment and owned the responsibility of affecting a vast future, and that he rejected an ethical callousness about the choices he made are demonstrations of leadership that we yearn for today. May all who aspire to lead with worth and dignity learn from the life and leadership of Abraham Lincoln.

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Nancy Koehn is the James E. Robison Professor of Business Administration at the Harvard Business School. This article is adapted from her book Forged in Crisis: The Power of Courageous Leadership in Turbulent Times . Copyright © 2017 by Nancy Koehn. Reprinted by permission of Scribner, an imprint of Simon & Schuster, Inc.

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The Journey of Leadership

How ceos learn to lead from the inside out, by dana maor; hans-werner kaas; kurt strovink; ramesh srinivasan, you must sign in to see if this title is available for request. sign in or register now, send netgalley books directly to your kindle or kindle app, to read on a kindle or kindle app, please add [email protected] as an approved email address to receive files in your amazon account. click here for step-by-step instructions., also find your kindle email address within your amazon account, and enter it here., pub date sep 10 2024 | archive date sep 10 2024, penguin group portfolio | portfolio, business, leadership, finance.

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• Assess your personal leadership approach and style objectively.
• Discover your true mandate as a leader.
• Balance “right-brained” and “left-brained” leadership skills.
• Develop creative, actionable ways to reinvigorate both yourself and your organization.
• Create a personal commitment plan to inspire your team and cement your legacy.

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Navigating The Leader's Journey

Leader's journey, table of contents, the journey, lead others, lead organizations.

Every single one of us is on a journey called life. Most of us know what a journey is – it is defined as traveling from one place to another. And we are all moving from one place to another, whether that is physically, mentally, emotionally, or spiritually. Therefore, we are all on a journey.

The journey of life is the biggest scale, but that grand quest from birth to death is also filled with many different types of journeys along the way. Every time we go on a trip, go after a personal goal, or join a team to accomplish a powerful purpose, we embark on a journey.

One of the types of journeys my family and I take every year is called a vacation; this term might be foreign to some who are reading this, but our family vacations typically involve taking time off from work and traveling to another location to enjoy something we might not always get to enjoy where we live daily.

Another common quest is a leader’s journey. A leader is not merely defined by a specific title, position, or talent; leadership involves the stewardship of our influence, and we all have influence in one way or another.

That means we all have the opportunity to lead regardless of our position, but that does not mean we are all successful. What separates effective leaders from ineffective leaders is found in how we steward the influence we have.

The leader’s journey involves discovering how to lead yourself, how to influence others, how to cultivate a high-performing team, and how to lead a sustainable and successful organization. All these focal points in a leader’s journey are significant, but they involve distinct yet complementary skills.

The purpose of this article is to clearly identify what makes each aspect of the leader’s journey significantly distinct.

We will accomplish this by comparing the two types of journeys mentioned above: going on a trip with a group of people and progressing through the leader’s journey.

As we step into the metaphor of going on a trip, there is a crucial part that often gets overlooked. Yes, it is important to think about the desired destination, the budget, available dates, and many other planning details. But none of those details actually matter if there is no way for us to get to where we want to go. Leading yourself can be compared to your mode of transportation (the plane, train, automobile, boat, etc.).

When going on a trip, I sometimes take for granted that my vehicle will serve us the way we need it to, but what if I did not take the steps necessary to maintain it? If I did not regularly change the oil, check the tires, or ensure there is fuel in the tank, we would never reach our destination regardless of how badly we want to get there.

Trying to lead other people before learning how to lead yourself is similar to getting all the details planned for a trip but failing to take care of the vehicle meant to get you there.

Leading yourself is not a one-time event; constant, effective maintenance is the trick.

Only filling my fuel tank at the beginning of our trip might get me to destinations not too far from where I am starting, but to go further, I must pay consistent attention to my fuel gauge and re-fuel when necessary. Similarly, every leader on the journey must consistently return to the mirror to maintain leading yourself well.

The focus of our Lead Self retreats at WinShape Teams is helping leaders develop their leadership character , self-awareness, and shaping a s ervant-leadership mindset. Simply put, Lead Self focuses on the heart of a leader. The decisions you make and what you do are extremely important, but who you are is more important because who you are sustainably determines what you do.

As we continue to effectively maintain our modes of transportation on our trip, all the fundamental skills of planning the trip also greatly impact our collective experience.

For a trip to be successful, we must determine our desired destination, gain buy-in from those that are with us, plan strategic routes, know how to progressively change course when circumstances change, and make wise decisions along the way that serve our purpose for the trip and the people involved. In short, we must create a good plan and know how to execute the plan well.

One of the most important distinctions between Lead Self and Lead Others is the “others.”

In leadership, your decisions do not just affect you; they affect everyone within your sphere of influence.

I might want to go to the mountains for our family trip, but my wife may want to go to the beach instead. There are others in the equation that need to be considered.

Every decision I make regarding bathroom breaks, specific routes, our spending budget, and even what we listen to on the way to our destination all influence the fulfillment of the people I am traveling with.

Our Lead Others retreat at WinShape Teams is dedicated to enhancing the fundamental leadership skills that drive vision, engagement, and innovation. While Lead Self focuses on a leader’s character, Lead Others develops the skills necessary to help a group of people reach their preferred destination.

The desired destination for our trip has been determined, the route and budget have been planned, and our vehicle is ready to get us there. Another aspect of the journey involves the group of people you are traveling with.

My family is one of the many teams I am a part of, and it is my most important team. When going on a trip together, another set of skills I need is the ability to cultivate an environment that fulfills each team member along the way.

As a team, we need to acknowledge what a successful trip looks like for all of us. This includes details like what responsibilities each team member will have (navigator, driver, lunch spotter, game creator, etc.), when and how to communicate when a pit stop is needed, or how efficient we want our trip to be.

If any of you have been on a family trip before, you know that how your family travels together greatly influences the success of the overall trip regardless of where the destination is.

The clear difference between Lead Others and Lead Teams is that leading a team requires additional skills to ensure team cohesion that leads to higher performance.

Seeing a vision for the future, developing people, and strategic reinvention are all critical leadership skills, but leaders of teams must also possess the ability to affect team culture.

It is not just about reaching our destination. Is the team fulfilled along the way? Would we want to go on another trip with this team? Do our team dynamics help us or prevent us from accomplishing our objective? High-performance teams consistently accomplish their purpose while also fulfilling their people.

Our small family, or team, really enjoys going on trips with just the four of us, but many of our trips also involve multiple extended families. Think of a family reunion with several families traveling from different locations to reach a shared destination. These trips provide incredible opportunities to remember how we are all linked and remind us of the importance of staying connected, but they also require additional skills to ensure success.

With multiple families involved, we must organize to determine an aligned destination and assign clear expectations for each family. On our trips, each family takes ownership of providing dinner for everyone else one of the evenings. Without organizing each family’s plan, we could end up creating similar menus or have misaligned expectations for eating out versus cooking our own meal.

An organization is nothing more than multiple teams organizing to accomplish a greater purpose. Without organization, there is no organization.

The skills needed to lead an organization include clarifying the overall purpose, creating alignment across multiple teams, winning and keeping engagement, and maintaining accountability towards the aligned purpose.  

Each individual team may have a unique culture, strengths, and function, but organizational leaders know how to leverage the specific abilities of each team to help accomplish the organization’s great purpose.

To review, Lead Self develops a leader’s character and is represented by the vehicle needed to reach our destination. To get to where we want to go, we must maintain consistent care for our vehicle.

Lead Others focuses on fundamental leadership skills and is symbolized by planning the details of the entire trip. For the trip to become a reality, we must determine where we are going, who will be going, and what route we are taking to get there.

Lead Teams involves the leadership skills needed to strengthen a team’s culture and is dedicated to the team of people traveling together. A trip’s success is not merely determined by arriving at a new location; it is largely driven by how we journeyed together along the way.

Finally, Lead Organizations aims at organizing and aligning multiple teams and departments to strategically accomplish the greater purpose. It is represented by the family reunion where multiple families come together in one trip with a shared purpose and destination.

Each of the above aspects of a leader’s journey is necessary, distinct, and complements the others. To develop the leadership character and skills needed to help you and those within your sphere of influence reach your desired destination, sign up for one of our upcoming Leadership Retreats.

Learn more about how to effectively encourage your teammates by attending a Team Retreat!

Each of the above aspects of a leader’s journey is necessary, distinct, and complements the others. To develop the leadership character and skills needed to help you and those within your sphere of influence reach your desired destination, sign up for one of our upcoming Leadership Retreats .

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The Three Phases of the Leadership Journey

Over twenty years of intimate involvement with Leadership Platform in leadership research and leadership coaching and training has taught us many valuable lessons.

Many of these principles and our profiling of top leaders have been published in this column and in books and other platforms over the years.  We now wish to share with you our understanding of key elements required in development of performing leaders.

The general aim of leadership development interventions is to be in harmony with the aspirations expressed by the organizational leaders who make the assignments. These aspirations may be summarized as follows:

To help the CEO and HR leaders to build an attitude of leadership awareness and leadership fitness in leaders, much like people may be passionate about personal physical fitness and health diets.

Our interventions recently have evolved into making a tangible contribution to organizational imperatives, especially in cases where we are tasked to intervene at several levels of management.

In other words, the leadership development journey should be aimed at building leadership awareness, helping to move barriers to potential in the individual and organization and making a measurable difference to the success of the organization.

The leadership journey intervention pattern

The pattern that seems to be emerging from our experience in the field is that a successful leadership journey revolves around three basic concepts:

1.    The outward leadership journey:

This part of the leadership journey is about exposure to the best mentoring influences. Examples of the best mentoring influences may be studying leader profiling articles, leadership books, spiritual sources, case histories of top leaders in various fields, personal mentoring, and learning from the mistakes of others, etc.

The outward leadership journey also involves exposure and mastery of universal principles of human behaviour and of positive movement dynamics. This deals with universal commonalities that we all face on a daily basis. A major portion of the outward leadership journey is about learning how to trust in processes that successfully move relationships, attitudes and situations. This is often not as complicated as it may seem and may simply amount to having the courage to confront negative people and situations with a positive and mature attitude.

The driving principle behind an outward leadership journey approach is that the greater the contextualization and big picture mentality of a leader, the more mature, confident and seamless he or she will be.

2.    The inward leadership journey:

The inward journey is about understanding ‘Me’ and the infinite potential of the individual. This journey is inseparable from the outward journey. Progress in one leads to progress in the other. Failure to progress in one leads to failure to progress in the other. The leadership journey is a very personal experience because in all of us it is seen from the ‘Me’ perspective. The following elements determine the progress of the inward journey of self understanding:

• Understanding human motivational drivers, especially from a leadership perspective.
• The application of principles that help us to obtain greater clarity on negative barriers to personal as well as organizational growth.
• Insight into the extraordinary existing talents that lurk in each of us individually.
• The development of our own ‘drill-down’ capacity in order to determine the critical success factors of our leadership roles.
• Our drill-down capacity should also be exercised in discerning our leadership essences (LE’s), the motivational drivers that makes us unique and more aware of our infinite capacity to move barriers to potential. In discussing this principle with leaders in personal leadership conversations we find that they initially battle to find proper words to explain their personal leadership motivational drivers. It is only after careful discussions and soul searching that we become more aware of what our personal leadership essences or drivers are.

3.    The becoming journey

Becoming a seamless leader is the culmination of the first two elements of the leadership journey mentioned above. The becoming journey is about being thrown into the deep end and learning to swim. In this manner we learn to become positive and confident leaders with the faith to move barriers to potential in our organizational occupations.

The leadership journey is in essence about development of a seamless attitude in personal and organizational careers.

In a previous article we wrote about the difference between management and leadership. The two terms are often transposed and may simply be a matter of semantics. We defined a key difference between leadership and management as follows:

Leadership kicks in when we ‘don’t know the answer’.

By this we mean that as soon as a perceived obstacle, problem, resistance, contention, and challenge arrive on the scene, this is when good leadership kicks in. A ‘normal’ manager may baulk when confronted with a potentially painful obstacle. His or her tendency may then be to blame somebody or something, whereas the leadership instinct is to confront the situation and trust in processes that lead to answers.

Recently I sat down with Patrick (name changed), a young leader who found himself confronted with a potentially disastrous situation triggered by the domino impact of the Marikana tragedy. I was impressed with the positive attitude of this young leader as he confronted the situation in the absence of his superior. He showed both inner strength of character and values as well as a balanced understanding of the bigger picture involving more than a thousand workers. In the light of the principles discussed in this article, it was especially inspirational to discuss with him his attitude in resisting a blaming inclination under extreme pressure and to look at both sides of the problem in an orderly and process driven manner.

On the same day as discussing the positive experiences of Patrick, I came across other leaders who were in a different state of mind. The threat of the Marikana syndrome caused a kind of paralysis in them. To them this was a crisis that was a severe threat to both their inner strength as well as their outward confidence in terms of facing unexpected developments from ‘outside’.

The leadership development journey is as much about personal growth and vision as it is about being a better leader. To ignore the development of the inner self is to ignore the source of our motivational drives. To ignore the development of the outward journey is to remain in a small world of prejudice and enforced limitations.

This article appeared in the:

Do you recognize some areas in yourself or your team that need improvement? Email Louis on [email protected] for more on creating “Leadership Fit” leaders that generate successful movement (performance) inside your organisation.

ABOUT THE AUTHOR

Adriaan Groenewald

Adriaan, as an accomplished author and leadership advisor, has been interviewing and working with top leaders for more than 15 years. He is the Co-Founder and CEO of Leadership Platform. (Twitter: @AdriaanG_LP)

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The journey of leadership.

What are the phases one should expect to encounter?

The Seven Ages of Leadership

Prof. Warren G. Bennis, the founding chairman of the University of Southern California’s Leadership Institute takes upon a monologue in Shakespeare’s play As you like it ,   to describe the different phases of the leader in his intriguing essay “the seven ages of the leader”.  Bennis starts his essay by saying: “Each stage of leadership brings new crisis and challenges. They’re wrenching,  but knowing what to expect can help you get through them.”

In Shakespeare’s pastoral comedy  “ As you like it ” character Jacques compares the world to a stage and life to a play : “All the world’s a stage and all the men and women merely players” declares Jacques in the beginning of his monologue. He then continues by cataloguing the seven ages of manhood . These are infancy, childhood, the lover, the soldier, justice, old age, and extreme old age .  By applying these to the path of leadership, Prof.  Bennis  parallels  them in a more uplifting way turning them into   the infant, the school boy, the lover, the soldier , the general, the statesman and the sage.

The Infant Leader and the Mentor

The infant corresponds to the young man or woman on the brink of becoming a leader: the neophytes to the business world look at it with expectancy and as being a mysterious, even frightening place. As any infant, that young man or woman needs a guide, a mentor . The word Mentor comes from the greek mythology as Mentor was the tutor of Telemachus , the son of Odysseus. When Odysseus left for the Trojan War, he asked Mentor to take care of his son. The Mentor is an interesting mythological character as it has both male and female characteristics. As a term, mentor has been adopted in English to signify someone who imparts wisdom to and shares knowledge with a less experienced colleague.  Bennis advices to the new young leader is then to: “Recruit a team to back you up; you may feel lonely in your first top job, but you won’t be totally unsupported”.

The SchoolBoy: First Leadership Experience

The schoolboy corresponds to the first leadership experience, and this can be a stressful period, that corresponds to your education. Bennis compares it to “ parenting in that nothing else in life fully prepares you to be responsible, to a greater or lesser degree, for other people’s well-being”. The difference is that you do your job in public, which means that inexorably you will be subject to scrutiny, as you will be on the spotlight. Like it or not, as a new leader you are always onstage, and subject to comment, criticism, and interpretation (or misinterpretation). So the best way to proceed is with low key. That was the case of Steve Sample that when becoming the president of University of Southern California, in 1990, would go to the campus incognito, to speak to the students and staff, so he could feel how the University really was. Sample acted like many historical and legendary leaders, that as the legend says, would disguise themselves as common men, to learn about the unmediated reality lived by their people. That was the case of Peter the Great, a Russian Czar that worked as a ship carpenter and travelled in disguise throughout his empire and Europe, while being the Emperor of Russia. He is known for having led a cultural revolution that transformed traditionalist medieval Russia into a modern thriving Country. Just as Peter the Great, and for six months, Sample didn’t make any single high-profile decision as the president of USC. His discreet approach made him more empathetic and a better listener to the views of his followers. Something else to account for is that as a new leader, one functions as a fresh mirror onto which followers project their own dreams about power and relationships. Your main challenge here is not to take criticism personally and the second one is to consider if their assessment is partly accurate, even if it is unfavorable.

And then, one day, the leader achieves the position he has dreamed of all his life. But with the new role, new challenges come up, and the toughest one of these is how to set boundaries and reshape the working relationship one once had with former colleagues and friends. As a contemporary leader, if its expected from you to keep former relationships, as one is promoted, connections inevitably change. You may no longer be able to speak openly as you once did, and that might provoke feelings of awkwardness and resentment amongst your former friends and coworkers. The key is once again to find a balance:  learning who to listen to and who to trust.

The Bearded Soldier

“Then a soldier, full of strange oaths and bearded like the pard” was the way Shakespeare described this age of manhood marked by the soldier´s seeking after   “the bubble reputation” .  As time goes by, the stage of  leadership corresponding to Shakespeare´s “bearded soldier” grows comfortable with the role, gaining confidence and conviction. The flip coin is that the connection between leader and followers can become damaged: leaders may forget the true impact of their words and actions, and they may assume that what they are hearing from followers is what needs to be heard. Leaders should continue to work on open channels of communication. A second challenge for leaders in this stage is to facilitate the process of those whose are soon to follow their own steps on leadership.  The real and authentic leader is a generous soul.

The General

With the coming phase, which is the height of ones career, the greatest challenge a leader faces, is not simply allowing people to speak but actually being able to hear what they say.  To continue to develop skills to truly listen to people is the key here. To remain focused on what is really important for the company is another important issue.

The Statesman

Shakespeare’s sixth age covers the years in which the leader’s power begins to decrease. The leader in this stage starts the process of passing on his or her wisdom in the interest of the organization and of the people. This is a period where the leader is strengthened with the knowledge and perception that comes with age and deep experience.  Likewise, she or he might be called upon to play important interim roles. One of the gratifying roles that a late career leader can play is when they are called to solve acute crisis. A leader is able to perform an even better job, as he or she brings a lifetime’s worth of knowledge and experience, that is not being wasted in engaging in the political schemes often needed to advance a career.

The greatest reward of this phase is Mentorship. When you mentor, you know that what you have achieved will not be lost, as you engage in leaving a legacy for future generations. Mentoring isn’t a simple exchange of ideas but a profound and reciprocal relationship. Bennis cites Neuroscientist Robert Sapolsky, that  lived among wild baboons , discovering  that alliances between old and young apes were an effective strategy for survival. Older males that connected with younger males lived longer, healthier lives than their unallied peers.

Bennis finishes his essay by stating that age in leadership is neither end nor oblivion. Rather, it is the joyous rediscovery of childhood at its best. It is waking up each morning ready to devour the world, full of hope and promise and with a deep desire to leave a legacy to the ones who will begin their journey afterwards. The journey of  a successful leader, finishes where it starts, but now,  within a reversed position: you are now the mentor of an infant leader about to initiate his path, his journey.

Maria Fonseca is the Editor and Infographic Artist for IntelligentHQ. She is also a thought leader writing about social innovation, sharing economy, social business, and the commons. Aside her work for IntelligentHQ, Maria Fonseca is a visual artist and filmmaker that has exhibited widely in international events such as Manifesta 5, Sao Paulo Biennial, Photo Espana, Moderna Museet in Stockholm, Joshibi University and many others. She concluded her PhD on essayistic filmmaking , taken at University of Westminster in London and is preparing her post doc that will explore the links between creativity and the sharing economy.

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The Transformative Journey of CEOs: From Triumph to Trials and Lessons Learned

• August 13, 2023

In the realm of business leadership, the journey of CEOs is a symbolic voyage, marked by transformative experiences that shape their careers and provide valuable lessons for others. This article explores the triumphs and trials faced by CEOs, shedding light on the defining moments that shape their character and leadership. Drawing upon trusted sources such as the Harvard Business Review (HBR), renowned for its online leadership training, the article offers insights into the journey of CEOs, showcasing the diverse experiences of individuals like David Silverman, an entrepreneur, executive, and professor. By delving into these experiences, this article aims to provide a comprehensive guide for aspiring CEOs, highlighting the lessons learned and offering inspiration for those in leadership roles.

Table of Contents

Key Takeaways

• Life-changing events shape CEOs’ character, leadership style, and provide valuable lessons for aspiring leaders.
• Promotions and triumphs at work showcase success strategies for CEOs, such as adaptability to a changing business landscape and effective communication skills.
• Navigating challenges and rebuilding trust after a downfall is crucial for CEOs, requiring consideration of organizational values, effective communication, and ethical leadership.
• Defining moments offer opportunities for personal and professional transformation, testing resilience and providing growth opportunities for leaders. Reflection on these moments enhances leadership capabilities.

Life-Changing Events That Shape Ceos

Life-changing events play a significant role in shaping the trajectory of CEOs’ careers, including moments of promotion, sudden downfall, and defining experiences that not only influence their personal lives but also provide valuable lessons for others. The triumphs and challenges of being a CEO are often punctuated by these events, serving as turning points that can propel their careers forward or present formidable obstacles to overcome. The journey of a CEO is riddled with adversity, requiring resilience, adaptability, and strategic thinking to navigate through difficult situations. Whether it is successfully leading a company through a crisis, rebounding from a financial setback, or managing a high-stakes merger, CEOs must demonstrate their ability to overcome challenges and continue to drive their organizations towards success. These life-changing events serve as crucial milestones in the CEO journey, shaping their character, leadership style, and providing invaluable lessons for aspiring leaders in the business world.

Triumphs at the Upper Echelons of Business

Promotions to the upper echelons of business entail significant achievements and milestones that shape the careers of individuals. In a competitive market, triumphs of female CEOs stand as notable examples of success. These triumphs can be attributed to various strategies employed by CEOs to navigate the challenges they face. One such strategy is the ability to adapt to a rapidly changing business landscape. Successful CEOs are adept at identifying emerging trends and capitalizing on them to gain a competitive edge. Additionally, effective communication and relationship-building skills are crucial for CEOs to establish strong networks, build partnerships, and attract top talent. The ability to make tough decisions, take calculated risks, and display resilience in the face of adversity also contribute to CEO success. Overall, the triumphs of female CEOs offer valuable insights into the strategies that can lead to success in a competitive business environment.

Navigating the Steep Falls From Grace

The experience of navigating steep falls from grace in the careers of CEOs provides valuable insights into the challenges and complexities of leadership in the corporate world. When CEOs face public scrutiny and find themselves in a position where their reputation needs to be rebuilt, they are forced to confront the consequences of their actions and make strategic decisions to regain trust and credibility. Rebuilding reputation requires careful consideration of the organization’s values and the impact of their actions on stakeholders. It also involves effective communication and transparency to address the concerns of the public and rebuild trust. CEOs who successfully navigate these challenges demonstrate their resilience and ability to learn from their mistakes, while also highlighting the importance of ethical leadership and accountability in the corporate world.

Defining Moments That Shape Character and Leadership

Defining moments that shape character and leadership provide valuable insights into the development and growth of individuals in positions of authority within organizations. These moments serve as catalysts for personal and professional transformation, offering individuals the opportunity to reflect, learn, and adapt their leadership styles. By examining these defining moments, we can gain a deeper understanding of the factors that shape effective leadership and leadership development. When leaders are faced with challenging situations or pivotal decisions, they are forced to confront their values, beliefs, and biases, ultimately shaping their character and leadership approach. These moments not only test their resilience, but also provide opportunities for growth and self-improvement. By reflecting on these defining moments, leaders can gain valuable insights into their own strengths and weaknesses, allowing them to continually evolve and enhance their leadership capabilities.

Lessons Learned for Aspiring Ceos

Gaining insights from the experiences of successful leaders can provide valuable guidance for individuals aspiring to reach top positions within organizations. Aspiring CEOs can learn important lessons from the transformative growth journeys of those who have already achieved success in their careers. These lessons can help them navigate the challenges and responsibilities that come with being in charge. By studying the triumphs and trials of successful CEOs, aspiring leaders can develop a deeper understanding of the skills and qualities necessary for effective leadership. They can also learn from the defining moments in the lives and characters of these leaders, gaining valuable insights into their decision-making processes and approaches to problem-solving. This comprehensive understanding can contribute to the career acceleration and development of aspiring CEOs, equipping them with the knowledge and tools needed to thrive in top positions within organizations.

Unveiling the Rarely Seen View From the Top

The previous subtopic discussed the lessons learned for aspiring CEOs. Building on that, the current subtopic will unveil the rarely seen view from the top, providing insights into the perspectives of CEOs behind closed doors. This perspective offers a unique glimpse into the challenges and triumphs that shape their transformative journey. Understanding the experiences of CEOs can provide valuable lessons and insights for aspiring leaders. By examining the rarely seen view from the top, we can gain a deeper understanding of the complexities and nuances of executive leadership. This objective and analytical exploration will shed light on the behind-the-scenes realities faced by CEOs, offering a comprehensive perspective on their decision-making processes, leadership styles, and the lessons they have learned along the way.

Harnessing the Power of HBR Learning for Ceos

Harvard Business Publishing offers CEOs the opportunity to harness the power of HBR Learning through their online leadership training programs and access to over 40 courses. This initiative aims to provide CEOs with the necessary tools and knowledge to navigate the challenges of their roles and foster their personal and professional growth. Harnessing the power of HBR Learning for CEOs can have a transformative impact on their leadership development. Through these programs, CEOs can enhance their leadership skills, gain valuable insights from trusted resources, and apply their newfound knowledge to drive organizational success. The comprehensive nature of HBR Learning equips CEOs with the expertise and strategic mindset required to effectively lead their organizations through triumphs and trials, ultimately enabling them to become more resilient, adaptable, and successful leaders.

Online Leadership Training for Transformative Growth

Online leadership training programs provide CEOs with the necessary resources and knowledge to develop their leadership skills and drive organizational success. These programs offer a transformative approach to leadership development by harnessing online resources and leveraging the expertise of renowned institutions like Harvard Business Publishing. Here are five key benefits of online leadership training:

• Flexibility: CEOs can access training materials and resources at their own pace and convenience, allowing for a personalized learning experience.
• Variety of Courses: Online programs offer a wide range of courses, covering various aspects of leadership, such as strategic thinking, communication skills, and change management.
• Networking Opportunities: CEOs have the opportunity to connect with like-minded professionals and industry experts, expanding their network and gaining valuable insights.
• Practical Application: Online training programs often provide real-world case studies and simulations, allowing CEOs to apply their learning directly to their organizations.
• Continuous Learning: CEOs can engage in ongoing learning and development, staying updated with the latest trends and best practices in leadership.

Courses Like Leading People for CEO Development

Courses like Leading People provide CEOs with valuable insights and strategies for effective leadership development and management. These courses are specifically designed to cater to the unique needs and challenges faced by executives in leading people within their organizations. By participating in these courses, CEOs can gain a deeper understanding of the skills and competencies required to successfully lead their teams, and develop strategies to enhance their leadership effectiveness. The content of these courses typically covers a wide range of topics, including communication, motivation, team building, conflict resolution, and performance management. CEOs can learn from real-world case studies, engage in interactive discussions, and receive practical tools and techniques to implement in their own organizations. These courses are an essential component of CEO development strategies, providing executives with the knowledge and skills necessary to navigate the complexities of leading people in today’s business environment.

Showcasing Badges on Linkedin and Resume for Credibility

The previous subtopic discussed the online leadership training course "Leading People" offered by HBR Learning for CEO development. This current subtopic focuses on the importance of showcasing badges earned from such courses on LinkedIn and resumes to gain professional credibility. By prominently displaying these credentials, CEOs can demonstrate their commitment to continuous learning and their ability to acquire relevant leadership skills. This act not only enhances their personal brand but also garners the attention of potential employers, investors, and business partners. Effectively showcasing these badges allows CEOs to differentiate themselves from their peers, signaling their dedication to professional growth and development. This demonstration of expertise and commitment to ongoing learning can provide CEOs with a competitive edge in the dynamic and ever-changing business landscape.

• Displays commitment to continuous learning
• Demonstrates acquisition of relevant leadership skills
• Enhances personal brand and professional image
• Differentiates CEOs from their peers
• Provides a competitive edge in the business landscape.

Fortune 500 Trust in HBR Learning for CEO Education

Fortune 500 companies have placed their trust in HBR Learning as a reputable provider of CEO education. HBR Learning offers online leadership training courses, including the course "Leading People," which provides transformative growth opportunities for CEOs. The courses offer valuable knowledge and skills to enhance leadership capabilities and navigate the challenges of leading people. Moreover, HBR Learning provides badges that can be shared on LinkedIn and added to resumes, enhancing the credibility of CEOs who have completed their education. This recognition from Fortune 500 companies further solidifies HBR Learning’s position as a trusted provider of CEO education. By partnering with HBR Learning, CEOs can access over 40 courses and tap into the expertise and resources of Harvard Business Publishing, an affiliate of Harvard Business School. This connection to a prestigious business education institution adds additional value and credibility to the CEO education provided by HBR Learning.

Access to Over 40 Courses for Continuous Learning

HBR Learning provides access to over 40 online courses that offer continuous learning opportunities for CEOs and other business professionals. These courses, such as Leading People, are trusted by Fortune 500 companies and provide valuable knowledge and skills for leadership roles. By completing these courses, individuals can earn badges that can be shared on platforms like LinkedIn and included on their resumes, enhancing their professional credentials. The benefits of online courses include the convenience of self-paced learning, the ability to access high-quality content from prestigious institutions like Harvard Business Publishing, and the opportunity to learn from industry experts. Continuous learning through online courses allows CEOs to stay updated with the latest trends and best practices, enhancing their leadership abilities and driving their career success.

• Convenience of self-paced learning
• Access to high-quality content
• Learning from industry experts
• Staying updated with the latest trends
• Enhancing leadership abilities

The Essential Guide to Being in Charge as a CEO

Being in charge as a CEO requires a deep understanding of the responsibilities, challenges, and leadership skills necessary for career acceleration and success. CEOs are responsible for making strategic decisions, managing resources effectively, and driving the overall performance of the organization. They must also navigate various challenges, such as balancing the interests of stakeholders, adapting to a rapidly changing business environment, and ensuring ethical conduct. To accelerate their careers, CEOs need to continuously develop their leadership skills, stay updated on industry trends, and cultivate strong relationships with key stakeholders. Additionally, they must possess the ability to inspire and motivate their teams, foster innovation, and make tough decisions in high-pressure situations. Overall, being in charge as a CEO demands a comprehensive understanding of the responsibilities and challenges that come with the role, along with the ability to drive career acceleration.

Frequently Asked Questions

How many careers has david silverman had so far.

David Silverman has had ten careers so far, including positions as an entrepreneur, executive, and professor. His diverse professional experiences make him well-equipped to provide insights into the transformative journey of CEOs and the challenges they face in their careers.

What Is the Title of the Book Written by David Silverman?

The book written by David Silverman is an exploration of the transformative journey of CEOs, from triumph to trials, and the lessons learned. Additionally, it examines the impact of Harvard Business Publishing on Harvard Business School.

What Is the Connection Between Harvard Business Publishing and Harvard Business School?

Harvard Business Publishing is an affiliate of Harvard Business School and serves as a provider of online learning resources. It offers a connection to the prestigious business education institution and facilitates access to resources for exploring business education.

How Many Courses Does HBR Learning Provide Access To?

HBR Learning provides access to over 40 courses, offering benefits of continuous learning for CEOs. Online platforms like HBR Learning enhance professional growth by providing comprehensive resources trusted by Fortune 500 companies.

What Is the Copyright Holder for Harvard Business Publishing?

Harvard Business Publishing is the copyright holder for its articles and is affiliated with Harvard Business School. This relationship establishes a connection to a prestigious business education institution, enhancing the credibility and reputation of its publications.

The Power of Resilient Leadership & Adjusting Your AiM with J. Scot Heathman The Flourishing Entrepreneur Podcast

• Entrepreneurship

If you're tasked with leading, influencing, or inspiring others, strap in because you're about to embark on a transformative journey with today’s guest, J. Scot Heathman, a former Air Force commander and pilot with a remarkable tale of resilience, leadership, and personal evolution.   Dive deep into the life experiences and insights of Scot Heathman, who not only shares his vast leadership wisdom gleaned from managing a team of 14,000 in the Air Force but also his journey through personal adversities that have shaped his unique approach to leadership.   Scot is also a graduate of Spark the Stage, Aleya's speaker training program that helps Entrepreneurs and Executives become professional speakers who can deliver a signature talk from the stage.  To learn more about Spark the Stage visit https://www.aleyaharris.com/spark.    Key Takeaways: Resilience in Leadership: Scot’s story underscores the essential nature of resilience in leadership. From overcoming the physical requirement to become a pilot to navigating severe health challenges, his journey highlights how to confront and maneuver through personal and professional trials effectively.   The Power of Vulnerability: Learn from Scot’s experience with a serious health scare that leadership involves not just strength but also vulnerability. Sharing one’s challenges openly can transform organizational culture and deepen team relationships, setting a stage for mutual support and understanding.   Emotional Intelligence: Scot emphasizes the critical role of emotional intelligence in leadership. He discusses practical ways to enhance self-awareness and manage emotions, which are pivotal in leading effectively and fostering a positive work environment.   Episode Highlights: [00:03:16] Scot Heathman's introduction and background: From dreams of flying to impactful leadership roles. [00:15:00] A pivotal story of persistence: Scot’s journey to becoming a pilot despite initial disqualifications and the life lessons it taught him. [00:48:03] Overcoming adversity: Scot shares his experience with a brain tumor, the challenges of recovery, and how it affected his leadership style. [01:16:23] Emotional intelligence in leadership: How understanding and managing your emotions can lead to better leadership outcomes.   About J. Scot Heathman J. Scot Heathman’s life is marked by a desire to shoot for the skies. Throughout his career, Scot learned the importance of relatability and resiliency, and became a respected servant leader. In 2019, however, that resiliency would be tested beyond anything he had ever experienced. He was in a car accident and after an MRI of his head, doctors discovered that he had a brain tumor. This experience taught him how impactful his own lessons could be in inspiring others, and prompted a unique opportunity to elevate others.  Today, Scot inspires CEO’s to front-line leaders to ‘command with courage’ so they can lead more effectively, drive a culture of innovation, and build a bigger bottom line. His Commander Level coaching programs inspire his clients to lead with relatability and respect, and embrace their vulnerability for positive change. Scot has Master's degrees in Organizational Leadership, Operational Planning & Strategy, and National Security & Strategic Studies, and is certified in Emotional Intelligence, designed to take leadership performance to the highest altitudes.  He’s also the author of the upcoming book “Command With Courage” about resilience and elevating beyond adversity.   Connect with J. Scot Heathman Website: http://ElevatingOthersLLC.com  LinkedIn: https://www.linkedin.com/in/jscotheathman/    About Aleya Harris Aleya Harris is the spark for your spark™. A trailblazer in purpose-driven story crafting, she is a former marketing executive and ex-Google Vendor Partner who brings her dynamic experience to her role as the CEO of The Evolution Collective Inc. Aleya is a StoryBran

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The 5 Stages Of The Leadership Journey

Leadership is a journey, not a destination.

Heard this one before? What does it mean exactly?

It might be true that some people are more natural leaders than others, but to truly become impactful, every leader must take the journey to grow their skills and knowledge. Some of the necessary skills include being an effective communicator, delegating well, able and willing to learn and adapt, emotional and social intelligence.  

When it comes to growing skills and knowledge in any human endeavor, there is a natural cycle of learning. You learn, you apply what you’ve learned, adapt based on the results you achieve, and try again.  And this 'plan, do, learn' loop, takes some cycles, some time to get right - but you cannot reach a level of mastery, without having journeyed through the previous learning loops.  And there is always more to learn, more to grow, another loop to experience, and a continuation of the journey.

There are many possible pathways you can travel on your leadership journey, there is not just one specific path or prescribed process that you need to follow. If you think about the Leaders you know and the paths that took them to their current positions, you will know there is a myriad of ways to journey through the leadership experience.

Having said that, there are five fundamental stages that all leaders will travel through.

• 1 Leading without a title
• 2 Supervising
• 4 Empowering
• 5 Influencing

Let's delve into each a little more.

1. Leading without a title

Can you remember when you were first aware of your natural leadership instinct? For me, it was at an early age, perhaps it was because I was the eldest in my family, or because I always had some new idea for everyone to explore, but as a kid, I was often the one ‘in charge’ of our escapades.  

Combine that instinct with a natural sense of responsibility, and an innate desire to improve the status quo, and it is not surprising that early in my career I was leading all sorts of efforts in an informal capacity. It is often the actions you take and the behaviors you demonstrate before becoming a formal leader that will lead you to your first formal leadership assignment. What do you remember as your early signals of a future leadership journey?

Characteristics of this stage include:

• Delivering your assigned tasks with great responsibility and high quality
• Stepping up to take on more responsibility than is asked of you
• Taking the lead in providing direction to others in your team when they need support
• Finding that your peers naturally follow your lead
• Understanding the needs of both individuals and the group as a whole

2. Supervising

The first-line formal leadership role is typically described as supervising. You will likely be selected for a first line role if you’ve excelled in the delivery of your functional work, and shown leadership traits in an informal capacity.

As the leader of a small team of people, you will be distributing tasks to members of your team, teaching and mentoring your team in the work, and have responsibility for the delivery of the work output from your whole team. You are likely still spending a fair amount of your time doing the work yourself.

In most organizations, you will also start to be more involved in the administrative work of personnel management. This will include conducting performance reviews, recommending raises, and being the go-to person at your company in the eyes of your team members. 

I remember finding my first supervisor role full of surprising challenges.  No matter how much of a high achiever, and a ‘people-person’ you are, you will be stretched as you start to practice the elements of this stage of leadership.

Examples include learning how to effectively delegate, motivate others, manage a spectrum of capability and performance from your team members, and learning to take control of your schedule, instead of letting it control you!

• Having day to day responsibility for a small group of people and the quality delivery of their work
• Participating yourself in the delivery of the work – including modeling how the work is done by teaching and training others
• Acting as point contact between the people in your team and other groups you collaborate with to get things done in your organization
• Driving the pace and quality of your team’s work product
• Beginning to establish your leadership style reputation with the people in your organization

3. Managing

Moving into the managing phase of the leadership journey, generally means you are now responsible for more than one team. You’ll be taking a more 'big-picture' look at the part of the business you and your teams support, looking for overall effectiveness and efficiency, and starting to be more strategic in solving problems.

As a managing leader, your responsibilities in personnel administration will increase significantly. Your first line leaders, and their direct reports too, will look to you for support beyond ‘getting the job done’. 

I distinctly remember in my first second-line role as a manager how enjoyable it was to give my supervisors recognition and ownership that I hadn’t always felt from some of my earlier bosses. I also found myself becoming a trusted confidant for all sorts of professional and personal matters that my direct reports were going through.

In addition, the new expectations of working across an increasingly broader slice of the organization to solve complex problems meant that I had to continue on my journey of growth to learn new skills. At this stage, I remember needing to be able to approach business priorities more strategically, as well as learning new ways to interact with peers at my level in order to be effective in our collaboration.

• Having day to day responsibility for a small number of teams (each with its own leader)
• You are no longer involved in the detailed work delivery yourself but have a more whole system approach in how you measure quality, effectiveness, and efficiency
• You are now acting as the pivot point between the teams in your charge and a broader part of the organization you work in
• Your strategic influence is broader and you need to be thinking more about the business as a whole versus the one area you’ve grown up in and have the most expertise in

4. Empowering

The empowering leadership phase is all about learning to let go, and trust that your people ‘have it’.

Do you know the zen proverb, ‘hold on tight with an open palm’?  

During this stage, your role is to support your people by letting them know that they have your confidence, and at the same time boosting their confidence in themselves. You will find that you are not as directly involved in the work, but you must recognize the indirect impact you are having on the team you lead.  

You will be providing critical thinking and a strategic approach to the organization’s performance. You will ask a lot of questions, and do a lot of listening, as you develop and test your vision. Setting and communicating the vision for the organization you lead is one of your most important roles. You’ll need to make a compelling case for your vision, calling your team to action and inspiring them towards the credible yet aspirational future you imagine.  

You will create an environment of trust, inclusion, and psychological safety. These are the ingredients for empowerment and indeed, for innovation and a culture of learning to thrive. Both are necessary for superior business performance.

Some of my most rewarding leadership experiences were during this empowerment phase of my leadership journey. There will be moments when you let go and allow things to unfold, and you won’t feel 100% certain that everything will end up as you hope. Yet, it is this courage and risk-taking that will mean you are successfully navigating this phase of your journey.  

Witnessing your team members thrive and feel pride in their own success will make it all worthwhile!

Characteristics at this level include:

• You are now leading the leaders (and not the work)
• Visionary thinking to paint a brighter future for your team and inspiring them to be excited and motivated towards achieving that vision
• Almost no direct involvement in the day to day work except perhaps in crisis management
• Developing your leaders – creating the environment for them to shine and perform their management leadership tasks
• Systems monitoring (KPIs, etc.) to shape business performance

5. Influencing

• Modeling high standards of personal conduct
• Being authentic, vulnerable, and demonstrating that you care
• Inspiring and motivating your organization with optimism and transparency
• Being socially aware and pro-active in support of your people and organization as a part of society as a whole
• Monitoring business performance and adjusting strategic levers to either assure your vision or adapt as needed

Final Thoughts

There are five distinct stages in any leadership journey.  

As your career progresses and the roles you take on have increasing levels of responsibility, you will find yourself moving through each of these stages. Having said that, you will experience aspects of all stages throughout your journey. In fact, if you choose to look ahead at some of the characteristics of later stages and start practicing those now, you can certainly fast-track your progression. 

With this foundation now in mind, there are three final thoughts I'd like to leave you with:

• You cannot skip the learning process! You will need to progress through all of the phases of the leadership journey over time. But, you can short-circuit the learning process by having a deliberate focus on all 5 stages every step of the way. For example, as a Supervising Leader, or even as an Informal Leader, consciously choosing what kind of impact you want to have as if you were in a senior role, will mean that you will start to practice exhibiting the behaviors of an Empowering or Influencing Leader much earlier in your journey. Your growing impact and maturity will likely get you noticed, and could mean your career starts progressing even faster! Just don’t forget to take care of the essentials for the role you are currently in too!
• There are also a number of qualities that an impactful leader must have at every stage of the journey. Traits such as integrity, humility, the ability to delegate effectively, empathy, emotional intelligence, and learning agility.  More on these in upcoming posts soon.
• And finally, "leadership is a journey, and not a destination". I'd ask you to consider that perhaps the journey itself, is the destination. Don’t forget why you became a leader in the first place, and what it is that you want to give back to the world as part of the adventure. Learning and adapting to new challenges, having a positive impact on the people in your charge, and finding enjoyment in these pursuits on a daily basis, really is the destination.

Supporting you on your leadership journey, 

PS. Please share if you found this helpful.

Leadership, Leadership Journey

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The Leadership Odyssey

• Herminia Ibarra,
• Claudius A. Hildebrand,
• Sabine Vinck

A paradox of business is that while leaders often employ a hands-on, directive style to rise to the top, once they arrive, they’re supposed to empower and enable their teams. Suddenly, they’re expected to demonstrate “people skills.” And many find it challenging to adapt to that reality.

To understand how leaders can successfully make this shift, the authors studied 75 CEO successions, involving 235 candidates. They discovered that the transformation is not a single event but unfolds over time and takes many twists and turns. It’s a long journey with three stages: the departure, during which leaders recognize the need to change and leave behind their old ways of working; the voyage, during which they encounter obstacles and trials that teach them important lessons; and the return, when they arrive at a new understanding of what kind of leader they need to be.

Completing this odyssey requires humility, self-awareness, and resilience. Several key practices will help executives along the way: understanding the extent of the change required, creating new contexts for learning, enlisting the help of advisers, learning from setbacks, and tapping the power of small wins.

It’s not easy to become less directive and more empowering. Here’s how to navigate the challenges.

Executives have always been—and always will be—expected to produce results. But today they’re expected to produce them in a fundamentally different way. Gone are the days of the heroic individual leading from the front. Instead, in most corporations decision-making has become decentralized, and leaders are now supposed to empower and enable their people. Because of that they’ve had to give up considerable control. As Raffaella Sadun and her colleagues reported in this magazine (see “ The C-Suite Skills That Matter Most ,” July–August 2022), people skills—often described as “soft skills”—are now especially critical for leaders.

• HI Herminia Ibarra is the Charles Handy Professor of Organisational Behaviour at London Business School and the author of Act Like a Leader, Think Like a Leader , revised edition (Harvard Business Review Press, 2023), and Working Identity , revised edition (Harvard Business Review Press, 2023). HerminiaIbarra
• CH Claudius A. Hildebrand is a member of Spencer Stuart’s CEO practice and coauthor of The Life Cycle of a CEO: The Myths and Truths of How Leaders Succeed (PublicAffairs, forthcoming 2024).
• SV Sabine Vinck is responsible for Spencer Stuart’s global leadership advisory capabilities.

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Finding his calling: Nick Stanley’s journey to leadership

During his childhood summers in Fort Worth, Texas, Nicholas Stanley would regularly get woken up by his grandmother for full days of fishing. She would strap down five long cane poles on top of her minivan and drive them to wherever the fish were biting, and she and Nick would sit along the riverbank for hours until they had caught their limit before heading home to have themselves a delicious fish fry. He fondly credits his grandmother for inspiring him to fish, chase bugs, and embrace the landscapes and wildlife around him at an early age.  

Following these warm memories, Nicholas, who goes by Nick, attended Grambling State University, a historically Black university in Louisiana to pursue a career working with animals.  After learning about the university’s wildlife program and being taken under the wings of dedicated mentors, Stanley soared into a wildlife conservation career. This trajectory would eventually bring him into various leadership roles national wildlife refuges across the U.S. The National Wildlife Refuge System is managed by the U.S. Fish and Wildlife Service, and provides habitat for wildlife and public recreation opportunities for visitors far and wide.  

Jumping in order to fly  

Determined to help animals, Stanley was initially enrolled in the pre-med/veterinary program at Grambling.   

One day while walking down his school’s hallways, he was intrigued by a Department of the Interior logo posted outside of the office where he learned about the school’s wildlife program. He then attended several speeches given annually by refuge manager, Pon Dixon about working for the Service. Dixon would later become one of Stanley’s greatest mentors. The decision to change his course to pursue a wildlife degree would lead him to work with some of the nation’s most spectacular wildlife from bighorn sheep and sandhill cranes to the California condor, meeting his initial goal to assist animal species in ways he never imagined. 

While completing his degree, Stanley gained early experience through an internship program (now part of the Pathways Program) at Desert National Wildlife Refuge in Las Vegas. He fell in love with the National Wildlife Refuge System after seeing his first bighorn sheep there many years ago. His decision to intern paved the way toward a career with the federal government.  

After graduating, he took a leap of faith and moved his family from Texas to California where he took his first permanent position at the Kern National Wildlife Refuge   as a refuge operations specialist and at Pixley as a refuge manager. At Pixley, he learned everything about natural resource management while managing the refuge’s 3,500 acres of grassland and waterfowl habitat. Nick worked diligently for years at those refuges, taking on more responsibility until he eventually became the project leader at Kern.  

“My career progression was not traditional. I feel grateful that I was able to stay in the same place for much of my career, but I got a wide variety of experience doing different things at the same location,” said Stanley. “I always challenged myself to try to do something different, not just being the status quo at that refuge. That helped me grow as a leader and as a refuge manager.” 

After more than 20 years of working at Kern, Stanley gained the expertise needed to lead his current team at Hopper Mountain National Wildlife Refuge Complex, championing efforts to save North America’s largest bird, the California condor, from the brink of extinction.  

A birder at heart 

While studying at Grambling, Stanley participated in weekly bird surveys as part of the wildlife program for more than two years. He studied all types of birds from neotropics and waterfowl to wading birds while living in Louisiana.  

“I do consider myself a birder at heart,” said Stanley. “When I was at Pixley, I fell in love with the sandhill crane. So much so, that it inspired me to write a children’s book called Sandy’s First Flight.” Pixley National Wildlife Refuge receives anywhere from 5,000 to 12,000 sandhill cranes, annually and provides significant seasonal marsh wetland habitat other waterfowl.   

Now at Hopper Mountain National Wildlife Refuge Complex, which manages the California Condor Recovery Program, Stanley has found a passion for the California condor, a species that had only 22 birds left in the wild in 1982. Today, the Service, and its public and private partners, have grown the total wild free-flying condor population to more than 300 condors through the Recovery Program. 

“Their recovery story alone makes you fall in love with them to persevere and make it back from the brink of extinction.  Although we still have a long journey ahead to get the California condor population where it needs to be, we are in the fight,” Stanley says.  

Outside of work, Stanley keeps a list of all the birds he’s seen in his life, traveling as far as Costa Rica to see new birds and wildlife. “Getting out into nature and enjoying it helps center me, and it helps reinvigorate the passion I have for wildlife,” he said. 

In addition to birding, Stanley and his family enjoy the outdoors through hunting, fishing, camping, hiking, and simply hanging out in their backyard.  

When speaking about his experiences outdoors, whether professionally or recreationally, Stanely says, “It is not for one particular group over another. Just because you’re the only one who looks a certain way, doesn’t mean it’s not for you, it just means you need to bring more friends with you.” 

Others like me

Thinking back on his time at Grambling State University, Stanley fondly remembers the kindness and mentorship offered by Dixon of the Bayou Sauvage National Wildlife Refuge, who ultimately encouraged him and other wildlife program students to pursue wildlife conservation careers with his monthly visits to the historically Black university. “I am thankful for the energy he put into us…I appreciate him for always coming back to Grambling and recruiting us. He still checks in on me.”  

He also recalls the influence of Jerome Ford, a national wildlife refuge national wildlife refuge A national wildlife refuge is typically a contiguous area of land and water managed by the U.S. Fish and Wildlife Service  for the conservation and, where appropriate, restoration of fish, wildlife and plant resources and their habitats for the benefit of present and future generations of Americans. Learn more about national wildlife refuge manager in Louisiana at the time, and now the Assistant Director of the Migratory Birds Program who also regularly visited Grambling to recruit and encourage African American students to take on conservation careers. “He let me know there were other people who looked like me that did this job, which I was not aware of at the time.”  

There were other mentors, who were not people of color, who were equally as devoted to helping Stanley develop into the leader he is today. “David Hardt at Kern, who took me under his wing...he didn’t look like me, but he treated me like his own son, and I learned everything that I could from him.”  

Flying Full Circle

Reaching the role of a project leader, where he was often the only person of color within leadership, was not easy, but he is proud of the increased emphasis on hiring diverse staff within his region.  

When speaking about being a Black leader in the Service, Stanley says, “I’m still adjusting, for lack of better terms, to often being the only one, professionally. I think we have made huge strides as far as diversifying the workforce within refuges. It used to be that I was the only person of color, and now I’m not and which says a lot about the leadership we have within refuges. Within the Service as a whole I am proud to be one of three refuge project leaders of color in the nation, at least that I know of.” 

Stanley emphasizes the importance of his mentors in helping him reach the level of leadership he has obtained which now motivates him to foster and help the next generation of diverse leaders. “I think it is my responsibility now, to do what Pon Dixon did for me, which is mentor the new people who are coming in, who aren’t so sure of their place in the Service. 

“My advice to everyone is, don’t be afraid to step out on faith and be the only one.”   “That gives you the opportunity to help change things from within.”    

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Thunderbird at ASU grad shares inspirational journey from Haiti to global changemaker

Jean Kensle Figaro (left) with Thunderbird Professor Kannan Ramaswamy. Figaro is graduating with his Master of Global Management this May.

Editor’s note:  This story is part of a series of profiles of  notable spring 2024 graduates .

Jean Kensle Figaro, a native of Port-au-Prince, Haiti, is set to graduate from Thunderbird School of Global Management at Arizona State University this May with a Master of Global Management. His passion for creating sustainable change in his home country of Haiti and the wider Caribbean region led him to enroll at Thunderbird. 

“My decision to attend Thunderbird was influenced by the alignment of Thunderbird’s vision with my own: ‘a world with sustainable and equitable prosperity.’ During the American Express Leadership Academy in 2019, I experienced the Thunderbird environment firsthand and met inspiring faculty members. Given the pressing need for global-minded and tech-savvy changemakers in my country, the Caribbean region and the world, Thunderbird’s program, global mindset, experiences and network were the perfect fit,” he said. 

Reflecting on his time as a T-bird, Figaro expressed immense pride in the institution.

“The Thunderbird community and alumni network foster empathy and appreciation, regardless of where we come from," he said. "I take pride in the achievements of our alumni and aspire to contribute even more." 

Jean Kensle Figaro and his Master of Global Management cohort take a celebratory photo after finishing one of their final classes.

Photo courtesy of Jean Kensle Figaro

Jean Kensle Figaro, who hails from Haiti, said his decision to attend Thunderbird "was influenced by the alignment of Thunderbird’s vision with my own: ‘a world with sustainable and equitable prosperity.’"

During his studies, Figaro learned valuable lessons that went beyond business. He credited Professor Kannan Ramaswamy for his impactful teaching style and ability to challenge perspectives.

“Professor Ramaswamy left an indelible mark on my intellectual and professional development. Both his competitive strategy and global strategy classes are like no others. His global strategy classes challenged my perspectives, and his teaching style forced me to read between the lines, look beyond numbers and think critically,” he said. 

Looking ahead, Figaro is committed to addressing access to education and has a dream of a stabilized and thriving Haiti, where education, security and opportunities abound, keeps him motivated. He wants to contribute to sustainable change and make the world a better place one step at a time. 

"Education can uplift entire communities," he said.

For incoming Thunderbird students, Figaro's advice is simple yet profound: "Engage, be involved and get to know your classmates and professors." He emphasized the unique global environment Thunderbird offers, which fosters lifelong friendships and cultural understanding and added, “Because of Thunderbird, I now have very close friends coming from 10 countries and four continents. You will get that nowhere else. I have met people from all over the world and got to experience different cultures and perspectives. A two-year immersion in a truly global environment.”

Question: What’s something you learned while at Thunderbird that surprised you or changed your perspective?

Answer: It only takes one "yes." Despite visa denials for our Global Challenge Lab project, our faculty mentor, Professor Hunsaker ’s encouragement taught me that life hinges on that one chance, that one "yes." All it will take is for someone to believe in us, give us just one chance. Also, there is no such thing as opportunity without insurance. In my Valuation of Private Firms class, I learned that due diligence, risk hedging and recognizing value opportunities, creating that safety net, are essential principles applicable beyond business.

Q: If someone gave you $40 million to solve one problem on our planet, what would you tackle?

A: Access to education: Having experienced the transformative power of education, I would focus on ensuring universal access to quality education. Education knows no bounds and can uplift entire communities. I am from a very humble family. The first to finish high school, earn a bachelor’s degree and now completing my master’s. I can see the impact of my education on my family and my community. It sends a strong message of what one can do when they have access to education.

Q: What motivates or inspires you?

A: “To whom much is given, much is also required” — this is my motto. I believe that I received a lot; a scholarship from HELPR to study economics at Université Quisqueya, one of the most prestigious universities in my country; SHARE Fellowship to pursue my master’s in global management at the No. 1 university in the U.S. for innovation and No. 1 in the world for international trade. Without those scholarships, I would not be able to afford any of them; therefore, a lot is required from me. I need to give back and give back better. 

Q: For what in your life do you feel most grateful?

A: I'm grateful for so much in my life! My mom and sisters have been incredibly supportive, especially my mom who made huge sacrifices to ensure I had access to the best education she could afford. Thanks to the generosity of the SHARE committee at Thunderbird and HELPR, I received full scholarships for both my bachelor's and master's degrees. Their belief in me opened doors I never thought possible. I am grateful for God. He has always been a source of strength, and I know he will continue to guide me as I strive to create positive change.

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