\n
Authentic leadership requires that we honestly evaluate our own abilities and identify our strengths and weaknesses. No one is strong in all areas, a fact that becomes even more evident as leaders rise to higher levels of responsibility.<\/p>\n
\nI was having a business discussion with a friend and the subject turned to marketing. I mentioned that I did not enjoy the marketing piece of business and that I wasn\u2019t really good at it. I explained that I did not like marketing and that I needed help from an expert. My friend told me I should not be negative and that if I used more positive language I would find I could become better at marketing.<\/p>\n
\nThe concept of success through positive thought isn\u2019t new. From Dr. Norman Vincent Peale\u2019s The Power of Positive Thinking, published in 1952, to emphasis on Neuro-Linguistic Programing, there is no shortage of sources claiming that by simply using positive language and thought, problems will melt away.<\/p>\n
\nYes, positive thought is certainly better than negative thought, but even more critical is honesty with yourself and your team. One of the most important tasks for leaders is to understand their own strengths and weaknesses. Part of that task is evaluating those weaknesses and deciding what action to take.<\/p>\n
\nThis is the key point of authentic leadership. A leader must know and accept their own strengths and weaknesses. That doesn\u2019t mean wallowing in self-pity. Instead, authentic leadership means evaluating weaknesses, then deciding whether to improve your own ability or find someone for whom that area is a strength. Leaders who try to hide their weaknesses or pretend they know everything and can do anything are quickly found out by their team and their effectiveness diminishes. \u201cFake it \u2019till you make it\u201d is not a good strategy for leaders.<\/p>\n
\nLet me give you an example.<\/p>\n
\nIn the Air Force I was assigned to lead a large, complex organization. While I understood the basics, I was far from an expert in the various technical aspects of the organization\u2019s mission. That meant I had two choices. I could \u201cfake it\u201d and pretend to have the expertise in those technical aspects, or I could admit that I didn\u2019t have that expertise.<\/p>\n
\nThe first option would mean acting as though I really knew more than I did. No amount of positive self-talk or bluster would have made me an expert or convinced my organization that I was. In fact, it would have taken the real experts very little time to see the truth, after which my effectiveness as a leader would be severely compromised.<\/p>\n
\nThe second option would mean making myself vulnerable to the organization and potentially diminishing my effectiveness as a leader. This is the avenue I chose. But, this doesn\u2019t mean I just shrugged my shoulders and said, \u201cI\u2019m not good at this.\u201d Instead, I sat down with my leadership team, owned up to my weakness, and explained I would need their help while I filled in my knowledge gaps so I could better support them.<\/p>\n
\nThat organization went on to some amazing accomplishments under some difficult conditions. As the organization\u2019s leader, I didn\u2019t need to be the expert. Instead, I needed to support those who were the experts. They are the ones who were responsible for the team\u2019s success.<\/p>\n
\nPositive thinking is powerful and leaders should strive to remain positive. But, authentic leadership also means being honest with yourself and your team.<\/p>\n<\/p><\/div>\n\n","protected":false},"excerpt":{"rendered":"
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