Authentic Leadership: 7 Ways to Be a Mindful Leader
Oftentimes during coaching sessions or workshops focused on professional growth, our conversation turns to leadership goals: the desire to become a leader, how to make the climb, and then harnessing the tools and traits to lead successfully (perhaps the most challenging bit!).
For some, achieving a leadership position is the pinnacle; for others, it’s lonely at the top. Some are prepped to be leaders, while others find themselves in charge by happenstance: no matter how you get to the top of your ladder, the highest rung is only as steady as the prior rungs you have set up for yourself.
I recently had the pleasure of hearing Mark Weinberger, Senior Advisor at Teneo, speak on this topic. A few points struck me as important reminders for considering traits of authentic leaders. Much has been written about the behaviours and traits of leaders, from empathetic qualities to listening skills; I wanted to share my perspective from a lens of a new leader, experiencing the highs and lows of this learning curve.
Here are seven realizations and remedies. Note: self-awareness is at the crux of all!
1. Bite Your Apple
Plan your life first. That’s right: you go first. Leadership requires a lot of energy to manage others’ needs, so setting boundaries is key to preventing burnout and encouraging your team members to have more agency. If you let others take complete control over your priorities, you will get to a stage where you start resenting them for taking bites out of time you offered. Make sure you have someone to help you set/keep boundaries — and protect your time, particularly your personal time, as often as you can.
2. Ruffle Your Feathers
Getting into a leadership role doesn’t necessarily mean that you’ve changed, but people will see you differently — for better and worse. Know that and move on. You cannot lead successfully if you’re afraid of being perceived as a leader; you will undoubtedly ruffle feathers at some point or another, and that is alright. Find a solid branch and take stock.
3. Listen for the Silence
This tip applies to your surroundings, to new experiences/people, and to all that keeps moving in the company: you might find it easy to get sucked into things that create the most noise. A lot of what is actually worth exploring is in the silent spaces. What is not being said? Whom do you need to check in on? What seems particularly still?
4. The Doorstop at the Top
“It’s lonely at the top” doesn’t always resonate on an emotional level until people actually become leaders. Your team members might feel they can’t come to you directly; colleagues shield you from things or avoid telling you the whole truth about what’s going on. If you’re experiencing loneliness at work, look for new ways to connect outside of the office. Surround yourself with a peer group of other leaders: there are lots out there for you to join, which can be brave, encouraging spaces for you to show up and share — and learn in the process. (Check out YPO, for starters!)
5. Weigh Your Words
Unfortunately, there is little margin for error in the realm of leadership. As the figure of authority, your words have weight. Be mindful about what you say, when and how you say it — even if you’re well-intentioned, words can get twisted. At the very least, be upfront as to your communication style so you don’t get caught off guard.
6. Have a Dazzling Day
Leaders are the weather-makers, so you better be sunshine and rainbows much of the time! Of course, everyone has bad days — but a big (and often overlooked) leadership responsibility is learning how to compartmentalize. Your team is counting on you to be your best self so that they can do their best work, and they are looking up for some light and inspiration.
7. Good Trouble
At the end of the day, good leaders need to be authentic — which means staying attuned to your values. Haven’t done an assessment in a while? Take five minutes to reconnect. Values are a reminder of why and how you lead, and owning yours helps set a good pace for everyone around you.
with joy,
Dr. Helen
