Let’s do a quick recap from the earlier blogposts. We’ve seen that there is no definitive list of ‘leader traits’: leaders are as diverse as  humanity. We’ve also seen that there is no neat list of leader behaviours or skills. Instead, we’ve seen that a focus on why we have leaders gets us real traction:

  1. Leaders create meaning and purpose.
  2. Leaders inspire leadership in others.

Part 1 Part 2 Part 3

In this blogpost, we’re going to focus on leadership and make it personal: to pick up the ‘how’ questions. How do leaders lead? How do people showing leadership do it?

As we have seen, the list of qualities leaders apparently need to show quickly becomes
overwhelming and self-contradictory. Depending on who you read, leaders are visionary, entrepreneurial, practical, have integrity, make people feel special, and so on into a long list. But we can simplify all of this with the observation that people follow people. That leadership is at its root about one person choosing to follow another person.

  1. Leadership is personal: people follow people.

Which leads immediately to the question ‘why would someone choose to follow you?’

Leaders inspire leadership from others. This means inspiring people to be prepared to put their heads above the parapet, to take a stand, to call out what isn’t working and what can be improved. Leadership is not the same as the exercise of power. For sure, when someone has power it can make it easier for people to follow if that person’s role gives them the authority to direct. But if we think it through, what is being followed is the authority invested in the role rather than the person.

When a police officer directs us to do something, we are following the authority we as a society have invested in the police as an institution, enacted in the role of the police officer. We are interested in something different here. It is when people feel they have the option not to follow that leadership becomes particularly interesting, because people are choosing to follow. Leadership and followership are two sides of the same coin.

At the heart, leadership involves you and your colleagues actively shaping the environment within which you are working and living – the network of relationships, the physical environment, the psychological environment, the culture of the team – taking active personal ownership, rather than seeing it as someone else’s responsibility.

Yet as we explored in the last blogpost, doing this isn’t without risks: what if others don’t follow your lead?

If leadership is a personal act – people follow people – it is helpful if we can give other people good reason to want to follow, and this takes us into an exploration of why it is that one human being might choose to follow another. What are the qualities that make it more likely for followership to happen and which qualities are less relevant?

There are indeed many ways of leading, but that there are certain qualities of a person that make it easier for one person to follow another. These are your distinctive, personal pattern of strengths of character and intelligence. People will follow your lead because of your own, authentic, distinctive character.

For some, this will be their charismatic ability to energise people and give them a sense of optimism. For others, it will be because of their seriousness, responsibility and determination to deliver on their commitments. For other again, it will be because of their ability to find fresh angles, see into the future and their willingness to try, to experiment.

We see our role at CharacterScope as helping you understand and build confidence in your leadership contribution, and then to develop it. We help you to recognise, value and play to the strengths that make it easy for others to follow your lead.

We provide the tools and insight to help you understand why people will be prepared to follow your lead, and to have an idea what your ‘natural’ leadership contribution is – the one you will feel most comfortable and confident making. Yet we go beyond self-awareness and provide the content and tools to help you actively develop your character strengths, whether it’s your self-belief, resilience, optimism, your ability to think ahead, to build perspective, to develop your spark of originality.

For all of the 34 strengths in our CharacterScope framework, there’s a 25-day development plan. We don’t pretend it’s easy developing character, but we do know it’s a prize worth working for.