Authority!

I have had several powerful conversations in recent days regarding authority as a leader, so of course I thought of you and our weekly communication!  It's actually too much to fit into one message, so I'll do the first installment this week, and then will share some more thoughts next week.

To kick this off, let's start with some basic understandings.  There are two main types of authority a leader can utilize: positional authority and relational authority. If you study leadership you know this is an over-simplification, but I think these two components are a great foundation for understanding how we can use authority as leaders.

Positional Authority

This is the type of authority we have from the position we hold. Most of the time this is derived from org charts and the structure of an organization.  For example, if I am a manager, then I have positional authority over anyone who I am managing.  This authority is often based on job descriptions and titles and can include anything from approving a timecard to providing supervision, and even assigning tasks and roles for a project. At it's most basic, positional authority says, "I can lead you because of my position."

Relational Authority

This is the type of authority we have, not just from the position we hold, but from the relationship we have been able to develop with the people we are leading. This authority has been developed through the time we have spent together and the way in which I have demonstrated that you matter to me.  Hopefully, that relationship has grown in both directions so the people we are leading also care about us. In this dynamic, the authority in our roles is based primarily on our relationship, not our positions. At it's most basic, relational authority says, "I can lead you because we care about each other."

Ideally, I think it's best to primarily lead from the place of relational authority, but there are some situations where positional authority is critical. For example, relational authority takes time to develop so someone in a new leadership position may have to lean more on their positional authority at first while they continue to develop their relational authority with others. Additionally, there are times when leading significant change (especially quickly) may require a leader to rely more on positional authority, but again, that is typically only a temporary situation. For the most part, you know how much better it feels to lead and be led by someone using primarily relational authority.

What situation are you encountering right now where you need to rely on your authority to get something accomplished? Which one is better suited for the project at hand? If you need to use positional authority, how could you also work at developing the relationships along the way at the same time? Is there a hard decision you need to make, but you have a lot of relational "change in your pocket" to be able to use to help navigate that change well?

Here's to using our Authority well this week!

Be Well,

Stephen

Center was created to support individuals and teams so they can live from their Purposeful Center.  We specialize in professional coaching and leadership development and we’d love to support you!  Click on our Services page to book a free consultation.

Uncertain!

I am currently teaching a leadership course and we're having some powerful and insightful conversations about various aspects of what it means to be a leader. One of those components involves the interplay between certainty and uncertainty.  

One of the biggest challenges for any leader is to fall into the trap of thinking they have to know everything and come across as being certain. I think there is often a perception that being certain is a sign of real strength. I would like to propose that one of the greatest acts of strength and courage a leader can display is when they say, "I don't know." 

Let's be honest, as complex as our world is today, I'm not sure anyone can be completely certain about every facet of their role or industry. So, when we act as if we know it all, we give the impression of being a "Know it all!" 

It's because of this depth of complexity that I think it's actually stronger to admit when we don't know something, because inevitably there will be someone around us who will often know the answer we don't, and when we act like we do, our ignorance will show up pretty quickly!

This is why I like the phase, "I don't know, but let's see if we can find out or figure this out together." By admitting we are Uncertain, we can actually create room for the knowledge and expertise of others to come forward and help bring greater clarity to a situation for all of us. It fosters an atmosphere of learning and an openness to growth, which indirectly helps others admit when they don't know something, and maybe even ask for help too.

When was the last time you told someone you didn't know something and revealed your Uncertainty? Was it hard to admit? How did they respond? Is there something you are facing right now in which you have more questions than answers? Who could you invite into wrestling with those questions with you, and how do you think that might make all of you better for it?

Here's to being Uncertain this week!

Be Well,

Stephen

Center was created to support individuals and teams so they can live from their Purposeful Center.  We specialize in professional coaching and leadership development and we’d love to support you!  Click on our Services page to book a free consultation.

Synergy!

This past week I had the opportunity to sit with several groups that were thinking and processing about leadership and life.  They were powerful conversations!

As I reflected on each of them and the individuals involved, it occurred to me that part of the power of those experiences was because of the unique interplay of who was in the room. For example, in one of the groups we were brainstorming various ways to handle challenges from members of our teams. We came up with a really incredible list with lots of exceptional ideas and approaches. There were certainly way more (and better!) ideas than I could have come up with on my own, or even if I had been brainstorming with just one other member of the group at a time. In other words, the real power of the creativity was a result of the collective Synergy we created as a group.

It reminded me of a quote I recently encountered:

“…a stream of meaning flowing among and through us and between us. This will make possible a flow of meaning in the whole group, out of which may emerge some new understandings. It is something new, which may not have been in the starting point at all. It’s something creative. And this shared meaning…holds people and societies together…”

           ~ David Bohn, author of On Dialogue

Sometimes I think I get stuck in the trap of thinking that the best or most creative ideas and solutions will come from me, and I forget there is a whole other realm of learning and growth and creativity that can emerge when I am willing to give myself to the Synergy of collaborating with others.  But when I am willing to open myself up with a little vulnerability and enter into dialogue with others that is based on mutual trust and a desire for the overall well-being of the whole - that's when the magic of Synergy actually gets unleashed!

So, what are you working on right now that has mainly been limited to just your own thinking and processing? Who could you invite into some dialogue around that and what do you think might be discovered from that openness and curiosity? 

Here's to looking for some spaces of real Synergy this week!

Be Well,

Stephen

Center was created to support individuals and teams so they can live from their Purposeful Center.  We specialize in professional coaching and leadership development and we’d love to support you!  Click on our Services page to book a free consultation.