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The Learning Curve of a Leader

May 31, 2012

“He who thinks he leads but has no followers is merely taking a walk.”
~ Proverb

Let’s start with a simple question: How influential are you?

It’s a very important question, because your ability to influence others is a huge factor in your success, not only in business but in life. Your ability to develop and maintain successful relationships, professional success, and satisfaction with life is intricately connected with your ability to interact with people in a way that makes a strong impression. This is the heart of leadership.

According to John Maxwell, a renowned expert on leadership, leadership is: the ability to gain followers. (Simple enough, right?) But when we take a closer look at why people are following a leader, we start to understand the five different levels of influence a leader can exert.

In the following paragraphs, I’ll highlight these different levels of influence and share some of my own experiences of each “level of leadership.” As you read through them, I encourage you to reflect on your own life experience and see if you can identify each type of leader in your life. This will open up a deeper level of understanding – and perhaps some aspirations as well.

Level 1: Position-based leadership is the most basic level, established solely by title. Authority extends only as far as the title. People follow this type of leader only because they have to, and only so far as the boundaries of the title.

A good example of this would be a first-level manager in a company. People will do just enough to please their manager, and only while in the office. The only authority this manager has is what has been bestowed by higher-ups. Outside the office, this manager carries little to no influence – but some people mistakenly think themselves a true leader at this point, throwing their weight around, just to make a statement.

I once ran a municipal election campaign, and as the process got underway, four different team members approached me with a warning about that guy: “keep him away from me or I’m leaving the team.” By virtue of his title, that guy saw himself as second in command, but he was far from a true leader. He was rude to people, consistently pretentious, and a bit of a bully. Whenever he asserted his brand of “leadership,” he drained the energy, passion and enthusiasm right out of the group – and once the campaign was over, the rest of the team couldn’t wait to get away from him. He didn’t have a single loyal follower.

Level 2: Permission-based leadership occurs when people follow someone because they want to. This is the true beginning of influence. The leader really begins to grow as a person and contribute on a larger scale when people begin to follow him or her voluntarily.

Think of a fitness instructor. People show up for class because they want to be led and inspired by the leader in the front of the room. No one makes people show up and participate… they come for the sole purpose of being pulled forward by the skill, knowledge, insight and energy of the leader. In return, the leader develops a deeper level of dedication because of this loyalty.

When I think of this type of leader, a vision of Mariah comes to mind – the burlesque teacher I wrote about several months ago. She led a room full of uncertain, self-conscious women into the empowered mindset and sensual dance moves of a seasoned burlesque troupe. And her being taught us just as much, if not more than, her words and actions. She made us want to be just as confident and sexy and fluid as she was! And she was truly devoted to her role as our teacher.

Level 3: Production-based leadership occurs when people begin to produce and follow the leader because of what they see their leader doing for the organization. People like what the leader does, so they contribute their efforts to support those initiatives.

A good example would be a savvy business coach who comes into a struggling, inefficient business to assess and reshape operations. He or she opens up new channels of communications and implements strategies that create new avenues of progress. Once the employees and business leaders recognize the progress this coach brings to the company, they become eager to listen, learn, and apply the leader’s advice.

I discovered this type of leader in the Toastmasters organization, in a District Governor, Reamick Lo. She leads with a loyal and consistent hand, always showing up for every contest, training, and anniversary. She gives so much of her time and energy that she inspires others to step up and emulate her example. Always willing to handle challenging people and situations, she is committed to a win-win philosophy that inevitably moves everyone ahead. A master of perspective, she draws attention to the big picture, brushing aside the minor details to keep people anchored in the best interests of the organization.

Level 4: People development is a level of leadership that occurs when a leader contributes to others personally, helping them grow their own capacity for leadership. This generates an even deeper level of loyalty.

A sports coach who takes the time to mentor the team captain would be a good example. As the coach describes and portrays the qualities that elevate a player to a leader, the captain develops a high degree of openness and respect for the input of the coach. The influence that the coach has on the captain extends beyond the coach’s title, his or her ability to advise the team, or even the coach’s effect on the team’s results. This is where leadership is elevated to mentorship.

I experienced this in my own life when I worked with “a coach’s coach,” Teresia LaRocque. As she nurtured the leader in me, I grew to value and respect her in a way that transcended our professional relationship. I welcomed her input because she helped me grow my capacity and influence in a way few others had ever done before.

Level 5: Personhood is the pinnacle of leadership, and according to John Maxwell, very few people make it to this level. It occurs when people follow you based on who you are and what you represent or stand for, and it is reserved for people who have spent years growing others and their organization.

Examples include Nelson Mandela, Oprah Winfrey, Maya Angelou and Mother Teresa – people who are known for their principles, their lifelong body of work, and their demonstrated commitment to others.

Pat Johnson, a former president of Toastmasters, once delivered a speech to a large group, recognizing the outstanding contribution of four exceptional people. She said to the audience, “If your life has been touched by at least one of these four people, please stand.” About 90 percent of the room stood up. Then she said, “If you’re still seated, and if anyone standing has touched your life, please stand.” Every remaining person rose to their feet. She went on to explain that while most of us are connected by six degrees of separation, these extraordinary leaders had such a strong influence that for them it was only two degrees. That’s powerful leadership.

Truth be told, the path of leadership isn’t really about power; it’s a path of extraordinary personal growth. It forces people to grow up and recognize that their actions and decisions aren’t just about them – they’re about the people we serve.

I once heard that Zig Ziglar decorated the hallway leading to his office with pictures of the people who inspired him and moved him along his path to success. Those people were his most influential leaders. Hearing this, I had to wonder… will I make it onto someone’s hallway wall someday?

Something to consider:

Become a student of leadership and influence. It’s definitely a path worth exploring! John Maxwell’s book, “Becoming a Person of Influence,” is a great starting point. And if there’s anything I can do to support you on your journey, please reach out and let me know!

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Posted by Amazing Editor in A Page of Insight.