Leading without authority is a true skill and art — it also might be one of the most valuable skills in the corporate world as the pace of business accelerates and traditional top-down directives dissipate. Whether you’re a manager, a frontline worker, or an independent contractor, at one time or another you’ve surely had to influence, or even improve, the performance of people who don’t formally report to you.
I came across this interesting article a couple of months ago and I’m just now getting around to writing about it. It’s a quick read – and there are a few things I disagree with (which is valuable to comment on). What I love about it is that it is applicable to everyone and every macro-economic environment.
Here were the article’s key points in italics and my thoughts.
1. Let your enthusiasm for the work be contagious. Every job, project, and activity has unique fundamentals that, when respected, naturally enhance the endeavor. Engineers who truly revere math and physics, for example, tend not only to build better things but also to motivate other people (whom they often don’t manage) with their love of the discipline. That doesn’t mean you need to be a purist, ignoring all external motivators, to succeed in leading people you don’t formally manage. But if what really drives you is the core of the challenge itself — and you let other people see that — most of them will be drawn toward your goal organically.
I feel like I have made my career on being enthusiastic — because I’m definitely not very smart! I cannot overemphasize how much I agree with this statement.
People follow passion. I’m often surprised how much people have lost the passion for everyday business. Things are NOT mundane any more. Innovation is the key ‘buzz word’ and every organization that I’ve ever worked in is desperate to find do-ers — people who do. It doesn’t matter how small the task or process — let your passion for excellence and improvement show, because it is highly infectious. In fact sometimes it is the only thing that can move things forward.
2. Demonstrate excellence without being cocky or solicitous of approval. Bearing the burden of someone else’s ego is always a turn-off, whether the ego is already big or in need of puffing up. When an ego-driven person is your direct manager, you just hold your nose and do your best to perform in spite of the stench. But, let’s face it, you’re not going to waste your time following someone like that if she doesn’t have real authority over you. Demanding egos have a way of hogging center stage and masking the inherent excellence of the performance. If people sense that a leader is seeking validation, the best she can hope for is muted applause. Needy leaders are rarely inspiring.
This is kind of an obvious one — and not as valuable to discuss in my opinion. However, I think this is especially true when you don’t have authority.
The more interesting question in my mind is: How good of a leader/influencer are you — and how do you come up the skill curve without becoming cocky or arrogant? My personal belief is that “leadership coaching” is one of the next big things for Fortune 500 up-and-comers, because business is moving too fast and talent is too valuable to not maximize. Leaders and Middle Managers are simply overwhelmed with “getting out the laundry” and implementing the latest strategic initiative to take the time to learn how to lead.
Solution: Many of the companies we work with are creating “space” for rising managers to practice this skill. We think this is the right approach and is incredibly valuable. However, we don’t believe this is enough. Leadership and influencing skills must be connected with coaching and performance metrics, which is often where we see the gap. It’s not enough to give somewhat room to grow. Like everything else – you get what you measure.
3. Don’t be overinvested in outcomes. Leaders who don’t have formal authority come under suspicion when they act more like a team captain than a curious scientist. Both know that outcomes matter, but the scientist subordinates the importance of outcomes as she leads quietly, whereas the captain — even one who isn’t driven by ego — tends to foreground them. In essence, the effective informal leader is inquisitive rather than watchful. The distinction is subtle, and the scientist approach is not one you should try to fake. But those who truly embody it make better unofficial leaders — and better teachers, too.
This has been a development point for me over my career. I am typically overinvested in a project. I’m not trying to take over, I’m just excited and eager to get the job done well (see #1 – enthusiasm).
I have learned a lot in this area through some good coaching on this nuanced but critical skill. The best techniques I’ve found are the following:
- Ask questions. Like this article states — the inquisitive angle plays better than a directive approach
- Preface questions and statements with a qualifier like “I know I’m not an expert, but have we thought about….”. This disengaging approach comes across non-threatening and allows people to hear your comment, rather than develop the defensive response. It actually allows people to hear what you have to say. Side benefit – it also helps you cover your backside in case it is a stupid question (another benefit that often comes in handy for me 🙂
What are your techniques for leading when you don’t have formal authority or, when you do, for leading quietly despite your explicit role?
Jonathan Dison is a Managing Director & Partner with Bender Consulting. With nearly a decade of experience managing complex enterprise-level transformations, Dison brings a holistic view to every engagement and understands how to connect people, process, systems and governance in support of an overarching strategy. He holds a deep passion for creating sustainability and ensuring projects capture full business value.
Dison specializes in creating efficient processes and clear organizational and individual roles and responsibilities. His former careers within the Energy Practices of BearingPoint and Arthur Andersen Business Consulting built his love affair with the ever-changing global energy industry – and he’s been successfully re-engaged by Fortune 100 companies like Chevron, Tesoro and Halliburton to manage complex changes around the world. A resident of Austin, the Texas-native holds a Bachelor of Sciences degree in Communications and Business from The University of Texas.
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