A different way to lead
When you hear “corporate leader”, do you imagine the ruthless intensity of The Wolf of Wall Street, the calculated genius of The Social Network, the relentless drive of figures like Jeff Bezos and Elon Musk? We've been taught to associate leadership with dominance, razor-sharp intelligence, and a certain selfishness that prioritizes results above all else. The stereotypical corporate boss not only outmaneuvers their competitors but also exerts control over their own teams to exact personal glory and produce piles of money. They thrive on being right and staying on top.
Not a vision you aspire to? Me neither! What if you could lead with integrity, achieving organizational success while fostering positive working relationships across your team?
One of my clients, the founder and president of a successful advanced manufacturing company, brought a serious admission to our first session: "I don't really want to be a leader." Alarm bells went off in my head. After all, I was supposed to be providing leadership coaching, and he seemed to be questioning the very concept. My curiosity piqued, I asked, "Tell me more about that. What makes you uncomfortable with leading?"
He explained that he deeply values his own independence and doesn’t want to impose restrictions on others. He’s been studying Buddhism and learning to fly, seeking a life guided by compassion, wisdom, and love. His uneasiness wasn’t with responsibility or influence, but with the traditional, hierarchical model of leadership that demands control and authority.
With budding excitement, I asked, "Have you heard of servant leadership?" The idea that the leader’s primary role is to serve others immediately resonated with him.
This became the topic of our working session with him and his top two company leaders. They, too, had been hesitant to embrace the title of "leader," fearing that it implied a hierarchy and a loss of the equality they cherished within their organization. Yet, as we delved deeper into the principles of servant leadership, they began to see things differently.
We discussed how leadership doesn't have to mean domination. Instead, it can be about support, collaboration, and shared purpose. They began to see that:
Equality is not incompatible with organized work: Leaders are not superior to their teams; they simply play a different role within the organization.
Leaders exist to serve those doing to the work: Every layer of management should be supporting the next, not controlling it; the people directly making the product or serving the customer are the true value creators.
The organization’s success is a shared goal: Leadership is not just about achieving results, but ensuring that everyone in the organization gets a chance to meaningfully contribute.
In this model, leaders are responsible for three key things:
Creating and communicating clarity: They provide direction, ensuring that everyone’s efforts are aligned and focused on common goals.
Developing their team’s skills and competencies: They coach their people to solve problems and continuously improve within their domains.
Solving cross-functional problems: They coordinate efforts across the organization, designing and overseeing processes that no single individual can manage alone.
This approach felt much more in line with the values and leadership style of my client and his team. While we are still early in our leadership coaching journey, the shift in their mindset has been profound. It’s a reminder that leadership doesn't have to fit the traditional mold we were taught by watching the titans of industry. We can lead with compassion and humility, creating an environment where everyone thrives. This style is quieter, but more inclusive; it is patient, but can be every bit as effective at fulfilling an organization’s long-term purpose.
If you feel like those old tropes don’t fit your style, consider this: There’s a different kind of leadership out there, and we can help you cultivate it so you can bring out the best in your team.