Leadership may indeed be one of those things that you just can’t describe. You know, one of those “I know it when I see it” types of things. A role that is part art, part science — but not necessarily something that can be defined by specific qualities or characteristics.
Well, to that I say hogwash (I really wanted to use another term here, but I think the foul language filter would have blocked it, and besides, it’s not often I have use for the term “hogwash” in a blog post).
There has to be a way to identify some characteristics that separate leaders from others, whether we think of these “others” as individual contributors (that HR friendly term for employees who don’t manage people) or managers (that other HR term for people who, well, manage other people, like individual contributors).
But let’s be sure to NOT use the term “leader” interchangeably with “manager”. A leader is indeed a manager, but it doesn’t by default follow that a manager is a leader (feels a bit like one of those math properties doesn’t it?). In fact, this seems to be a subtle point that companies, boards, and investors often overlook. So with that premise, allow me to offer three distinct characteristics that separate leaders from managers. Please feel free to add to my list — I am sure I will add to it over time!
1. Integrity
Dictionary.com defines integrity as an “adherence to moral and ethical principles; soundness of moral character; honesty”. If your manager doesn’t fit this definition on a personal level, he or she will never be a leader. Managers who don’t act with integrity at all times set a tone for their groups or organizations — a tone that ultimately undermines what those groups or organizations represent in the eyes of employees, partners and customers. Think back to two managers you’ve worked for in the past — one who you would say had integrity and one who lacked integrity. Which of those two managers were you most committed to following?
2. Selflessness
Again, let’s start with Dictionary.com’s definition for selflessness as “having little or no concern for oneself, esp. with regard to fame, position, money, etc.; unselfish.” In today’s society and ever evolving digital age, this may be one of the most difficult characteristics to exhibit as a leader. Everyone has an ego. Everyone yearns to be lauded for their achievements. Everyone wants to be given credit where credit is due. How else do you get to advance in this Andy Warhol world of fifteen minutes of fame otherwise? Actually, the true leader knows that his/her job is to move the group or organization forward — and that the only way this happens is through the efforts of an entire team. Nothing motivates the members of a team more than knowing that their efforts are valuable and that their successes will be rewarded (with more responsibility, autonomy and even money). Conversely, nothing sucks the wind out of an organization’s sails faster than a manager who positions himself/herself as the sole brain, creative genius and decision maker within the company.
3. Vision
Integrity and selflessness are “must haves” for leaders. They are the foundational blocks on top of which leaders can truly command the respect and support from their employees. However, the component that enables a leader to take a team up the hill is vision. Leaders need to be able to articulate a strategic vision for their group or organization that is bigger and bolder than simply making this quarter’s P&L. Face it, employees over invest their time in an organization when there’s a real vision for how the company can become something really big and impactful. Better yet, that vision should represent something that can be measurable, like being #1 or delivering a product or service offering that is unparalleled — and the vision should be built in large part by the organization’s collective genius and hoisted up at every turn by a high integrity and selfless leader.
These are three core characteristics of what defines a leader in my eyes. I’d love to hear your list? And rest assured that I’ll cycle back to this list and add a few others as I continue to spend time with both leaders and managers.
Originally published on Medium on Jun 23, 2009. This Substack version is maintained as the canonical archive.