A professional in the corporate world who does not aspire to be Chief Executive Officer (CEO) or managing director is rare. One who does not aspire to be a leader in his field is rarer still. And a professional who does not crave recognition of any kind – you would search the whole world, you’d be lucky to find one.
The desire to rise to the top is a common feature in the hearts of professionals working in the corporate world. Prospects of having titles such as manager, senior manager, director, partner and chief executive officer have proven to be a strong driving force pushing employees to do whatever it may take to rise to their desired positions. Worthy of consideration, though, is the importance placed by many on titles. Are titles overrated? Does an employee need a title to be able to exert a powerful influence on an organization? Can one achieve the deep-rooted craving for recognition even without a title?
Titles do bring power. But the problem with the type of power they bring is that if the title is taken away, the power gets lost. The influence that comes with having a title can be fleeting at best. People may not follow your leadership because of the respect they have for who you are, but rather for what you are. There exists, however, a much deeper power than titled power, and that is the natural leadership power that exists in each one of us. Though not activated in the majority of staff, this power does exist. Actually, this is power in its most real form.
A common but sad scenario observed is that professionals begin to demonstrate leadership only after being given a title of a leader. A paradigm shift in the mindsets of many is surely required. Outlined in this article are 3 ways in which an employee can demonstrate leadership from the “lower ranks”, in fact, even from the very first day one enters an organization.
Watching the bottom-line
The overall responsibility for the bottom-line, that is, ensuring that an organization is profitable, is bestowed upon its titled leaders – senior management. However, if you are an employee in a non-managerial role, herein lies an opportunity to lead from the lower ranks. This can be done primarily in two ways; contributing to increase revenue and assisting to reduce costs.
Many are the times, both in formal and informal settings, that we come across opportunities to inform people about products and/or services offered by the organizations we are a part of. Sadly, though, we may let such opportunities pass for the simple reason that “it is not my job to bring in clients”. However, if we are to demonstrate true leadership power – the type that is not dependent on the title we hold – we must be willing to stay alert to such opportunities and seize them as best we can.
Watching the bottom-line also entails minimizing costs. There are some areas of operations in which costs can be reduced without compromising quality. Recognizing these areas, though, calls for a leadership mindset. It is all too easy to reason that because we do not benefit directly from the cost reduction, it is not worth it for us to minimize costs. We must, however, see the bigger picture. Effective cost reduction translates into improved financial performance of the organization which ultimately results in a better atmosphere around the workplace for all. By the way, no leadership title is required for one to contribute to cost reduction. It can be achieved even from the lower ranks.
Stepping up to give a defense
In these times of stiffened competition, rapid change, and advancements in professional and technological standards, it is not uncommon for organizations to come into the spotlight for failing to meet certain expectations of stakeholders. When such situations arise, the public eye turns to the management personnel of the organization at fault, seeking to hear any excuses or explanations for their failure to meet expectations, and, in extreme circumstances, even wishing to hear of resignations by senior staff or the closure of the entity. If you are an employee of an organization faced with such unfortunate events, could this be an opportunity for you to step up to give a defense and, indeed, demonstrate leadership regardless of your title?
Granted, not every member of staff may have the authority to give a public statement and speak as one representing the official stance of the organization. However, within their own professional and social circles, limited though they may be, all staff can rise to the defense of the organization they are a part of. Some individuals may maliciously spread false stories about your employer. If encountered with such, why not courageously dispel such stories for the lies that they are? Doing so will help to preserve the reputation and dignity of your organization, at least within your circle of influence. Gladly, no title is required for you to be able to do this. It can be done even from the lower ranks.
Coaching
A key expectation of leaders in any organization is that they should be able to share their knowledge with those who come after them. Traditionally, in the coaching process, information flows from a higher ranked individual in the hierarchy to one of a lower rank. In today’s business environment, though, if an organization is unwilling to deviate from this traditional process, it surely is in trouble.
In many cases, among an organization’s new employees are bright young minds that are able to grasp new information and ideas quickly, sometimes even quicker than the individuals with vast experience in the industry. The atmosphere around the workplace should be made conducive to enable such ones, regardless of their title or lack thereof, to share their skills and knowledge with those (if any) below them in the hierarchy, with their peers, and even with their seniors.
If you are an employee in a non-managerial role, do you possess any knowledge or skills that are lacking in those you work with? Are you willing to share them? If you are to demonstrate true leadership power – the type that does not depend on the title you hold – you must stay alert to opportunities to upskill your colleagues. Be able to motivate and inspire those you work with to collaborate as best they can. When a team member needs guidance, offer it. Sometimes, all a person needs is someone to listen and be sympathetic. The awesome result of revealing leadership within the area of influence you’re now in is that the more you do it, the more your area of influence will expand. This could even satisfy the craving you may have for recognition.
Conclusion
The business environment of today is extremely competitive. For corporations to thrive, they must grow and develop the leadership talent of every single person throughout the organization faster than their competition. The only way to avoid getting eaten alive is for organizations to strengthen the capacities of employees at every level to lead in everything they do. Everyone can lead. Actually, to build a truly outstanding organization, every single person who works there must lead.
So many people go to work with the mindset that when they get a bigger title and when they are granted more responsibility, then they will perform at mastery and go the extra mile in everything they do. It is no longer an excuse to say you do not have a high rank so you do not need to take ownership of the results of the organization. To succeed, everyone must now see oneself as part of the leadership team. You do not need formal authority to lead anyone – only a desire to be involved and the commitment to making a positive difference. Indeed, you can lead from the lower ranks.
Michael Kaminsa GZICA is an audit professional at KPMG in Zambia. The views expressed in this article are his own and not necessarily those of KPMG.
References
https://www.wrike.com/blog/9-ways-develop-leadership-skills/
The Leader Who Had No Title – Robin Sharma (2010)