The Leadership Gap: What Gets Between You and Your Greatness

Mind the Gap

 

What type of leader are you?

Are you a leader who has had some success but now feel stuck?

What’s your leadership gap?

 

Understanding yourself is the beginning of influence. You must understand you before you can possibly understand others and how to influence them.

If you’re a leader of leaders, you want to understand your team, how they interpret the world, their unique way of leading. A powerful team is made up of a diverse group of leadership styles.

Lolly Daskal’s new book, The Leadership Gap: What Gets Between You and Your Greatness, introduces her system to help executives discover their own leadership style and how to leverage their strengths. If you’re a leader who has reached a point where you’re confused why your success is stalled, this is for you. If you’re wondering what’s stopping your upward climb, this is for you. If you want to take your career up a notch, this is for you.

Lolly is not only a personal friend of mine, but she has racked up numerous awards and accolades ranging from Inc’s Top 50 Leadership and Management Experts to Huffington Post saying she is the most inspiring leader in the world. She’s coached some of the world’s most prominent leaders for years.

 

“A leader must always set the standard of what they want to see in others.” -Lolly Daskal

 

Stand Out Leadership Qualities

You’ve worked with many leaders all over the globe. What are some of the qualities that you notice that makes a leader stand out?

For over three decades, I have worked as a leadership coach and business consultant around the world, spanning 14 countries and hundreds of companies. Many years ago when I first started, I found an interesting pattern that was showing up within everyone I was working with, even across cultures. Over time I distilled that pattern into seven archetypes, each archetype with its own quality that sets it apart.

First, there’s the leader I call the Rebel, who leads with confidence and wants to make an impact in the world. And Rebels do start revolutions—but not through revolts and uprisings. Rebels are the quiet warriors who embark on quests to achieve remarkable things. They overcome formidable obstacles to save the project, the team, or the company. They ask, “How can I push the envelope?”

Rebels need confidence to succeed—not the kind of confidence that means standing in front of the mirror and saying, “I’m the best and the brightest,” but knowing your capabilities and competencies, knowing what you are good at, and what skills you have mastered. Confidence is simply knowing what you’re able to do. So the more skill and talent you have, the more competent—and ultimately confident—you feel.

 

“Confidence is simply knowing what you’re able to do.” -Lolly Daskal

 

Second is the Explorer, who leads with intuition. Explorers always want to try something new. They enjoy navigating through uncharted waters with innovation and creativity, using their intuition to test the boundaries and limits of what is known. They reject the status quo and doing things the way they’ve always been done. They ask, “What can I discover?”

Explorers listen to their inner voice and their gut, and use their inner knowledge to make decisions. Instead of relying only on rational thought, they balance their thinking with intuition. They think well on their feet and are decisive.

Third is the Truth Teller, who leads with candor. Truth tellers believe they owe it to those around them to always be open and honest, even when their candor makes people uncomfortable. Even so, their honesty isn’t cruel but comes from a sincere desire to help and serve. They view speaking up as a duty. Truth tellers ask, “Where should I speak up?”

Fourth is the Hero, who leads with courage. Heroes are the ones who don’t hesitate to act while others stand on the sidelines trying to figure out what’s going on. Heroes are willing to put their entire vision and mission at risk for a shot at greatness. Heroes act in spite of fear and overwhelming opposition. They ask, “Where is courage needed?”

Fifth is the Inventor, who leads with integrity. Inventors are constantly working to improve processes and products and to perfect their craft. They are experimenters who make many small bets and are willing to fail in pursuit of big wins. they ask, “How can we make this better?”

Inventors seek quality and excellence, always grounded in integrity. They don’t compromise on what they want to achieve, and they give it their best. They’re never satisfied with the status quo but always aspire to a higher standard of excellence.

 

“Inventors seek quality and excellence, always grounded in integrity.” -Lolly Daskal

 

Sixth is the Navigator, who leads with trustworthiness. Navigators know where they need to go, and they inspire others to trust and follow them. Navigators give trust as well as they receive it, keeping things simple and understandable as they masterfully steer their organization and the people within it. Navigators ask, “How can we get to where we need to go?”

The seventh and final leader is the Knight, who leads with loyalty. Knights are primarily associated with chivalry and protection; they’re willing to go to battle to defend their beliefs and are devoted to the ideal of service. Knights display fierce loyalty and partnership with others while protecting people and bringing them together.

Knights believe leadership is based on loyalty—reliable and dependable and dedicated. Knights will stand beside you and will serve you, before they serve themselves.

 

What makes a leader successful over the long haul?

Most leaders believe that to be successful they need to know all the elements of how, what, when, and where. But I’ve found that the game changer comes when a leader knows who they are—because getting the foundational element of the who prepares you for the how, what, when, and where—and even the why. As we know, the first step to successful leadership is taking responsibility for ourselves.

 

“Everyone has the power to inspire and serve the world.” -Lolly Daskal

 

Facing Your Leadership Gap

Eventually, you say, leaders likely face a leadership gap where they are stuck and their success wanes. Tell us more.

Most successful individuals have a certain set of skills that got them to the top of their game. But there comes a time that those same skill sets stop working, and you have to learn to pivot to keep succeeding. Most of us rely on what we know and expect it to be sustainable, but if we are not changing, evolving and growing, we are not going to remain successful leaders.

Within the seven archetypes, this principle is expressed as shadows or gaps that exist within each:

The Rebel who needs to be confident has a gap of feeling like an Imposter, paralyzed by self-doubt. This gap often takes the form of negative internal messages: You are not smart enough, good enough, bright enough to make a big impact. You didn’t go to good schools or get the right education. People are judging you.  

The Explorer, who is all about using intuition, has a gap of being the Exploiter, who manipulates. Exploration means letting go of control, and those who struggle with turning loose often try to find their way by manipulating and exploiting others.

The Truth Teller has the gap of becoming the Deceiver, who creates suspicion. This one is easy to spot. It’s the leader who withholds information, the boss who tells half-truths, the manager who doesn’t address concerns. When people don’t know what they need to know, rumors and speculation run wild, creating a culture of suspicion and paranoia.

The courageous Hero has the gap of becoming the passive Bystander—someone who does and says nothing regardless of what they see or hear. Driven by fear, the Bystander plays small and stays stuck where they are.

The Inventor, who is all about integrity, has the gap of being the corrupt Destroyer who is focused on doing things cheaper and faster. The Destroyer’s lack of integrity permits quick fixes, cutting corners and compromising quality and standards.

The Navigator, who focuses on giving and earning trust, has the gap of coming across as the arrogant Fixer. The Fixer tells people what to do instead of navigating with them and is so aggressive that people dismiss them as arrogant by nature. Fixers see the needs of others as more important than their own, and they move from wanting to help to needing to help. They primarily want to be needed.

Finally, the loyal Knight has the gap of becoming the self-serving Mercenary. Without the understanding that leadership is about serving others, they can’t engender loyalty from those they lead. Leadership grounded in self-absorption or self-obsession can never succeed.

 

Leverage Your Gaps

Is there a way to avoid or move quickly past a gap?

It’s important to learn how to leverage your gaps:

For instance, if your leadership style is in line with the confident Rebel, you need to learn to leverage the Imposter within you. There are several things you can do to leverage this particular gap when you begin to lose confidence in yourself.

 

“Stop comparing yourself to others and focus on your own improvement.” -Lolly Daskal

 

First, you need to stop comparing yourself to others and focus on your own improvement and leadership development.

Second, to avoid focusing on your failures rather than your successes, make a list of your accomplishments and place your wins in plain sight so you are reminded of them regularly.

And finally, remind yourself that perfection is unattainable and aiming for it sets you up for continual frustration and disappointment.

When you’re aware of your gaps, you know what messages to counter them with. Rebels can remind themselves that, even if they feel like an imposter, they should never underestimate themselves or their capabilities.

 

7 Archetypes

12 Principles that Guide High-Performance Organizations

Unlocking the Secrets of High-Performance

They may seem, at first glance, to have nothing in common—different industries, challenges, experiences, leaders, competition, you name it. But there is something about this group of organizations that drew attention and merited study.

And that was their performance. These businesses outperformed their competition. Consistently.

Brian MacNeice and James Bowen recently spoke with me about their research into these companies and their new book, Powerhouse: Insider accounts into the world’s top high-performance organizations. Brian and James are founders of the international Kotinos Partners consultancy. They are experts in high performance.

They outlined 12 principles that guide the organizations that outlast and outperform the competition.

 


“Engagement on its own is only a stepping stone to sustained high-performance.”

 

12 Characteristics

How did you arrive at the common characteristics of organizations achieving excellence?

Effectively these emerged gradually through the research. We studied each institution with an open mind and on its merits. Then we shortlisted, at the conclusion of our research in each case, what we thought were the fundamental drivers of that institution’s enduring outperformance. When we compared the lists we had created across several of the institutions, the common characteristics became evident.

Secondly, because our research process was quite extended, we had the opportunity to use some of the later studies to test and validate hypotheses emerging from the earlier ones.

Finally we used some of our client work, which was progressing in parallel, to further refine our thinking.

 

I often ask leadership experts whether leaders are made or born. You take on that question with regard to high-performance organizations and say that they are made, not born. What leads you to this conclusion?

Simply put, the leaders who we spoke to in the organizations we researched were consistent in articulating and reinforcing that view. Without exception they talked about how they viewed the enduring sources of their advantage as being their people and their organizations, and they each described their roles as being about setting direction and ambition and then facilitating and enabling their organizations to achieve and extend those ambitions over time.

Even more particularly, given that many of the organizations we researched could be reasonably described as “values-driven,” their leaders saw a fundamental aspect of their roles as being about defining, representing, facilitating and rewarding those values in their organizations. The Mayo Clinic, Tata, Doctors Without Borders (Médicins sans Frontières) and the US Marine Corps were particularly strong examples in this regard.

 


“Overengineered engagement initiatives can become impersonal and feel false.”

 

4 Pillars of High-Performance

Let’s talk about the four-pillars to delivering high-performance.

Copyright Brian MacNeice and James Bowen, Used by permission Copyright Brian MacNeice and James Bowen, Used by permission

Every organization knows it needs a plan. Where do most go wrong?

There are lots of ways in which organizations go wrong when it comes to planning, but for this discussion we will highlight two that we observe again and again in our work.

First, we suggest that organizations go wrong by planning on a basis of “inside-out” rather than “outside-in.” That is to say, their leaders tend to look at last year’s model and last year’s performance and identify tweaks they can make with a view to delivering incremental performance improvements next year. This model of planning tends to be short-term and tactical in nature and anchored in a historic, likely outdated, view of the world.

 


High performance organizations plan from the outside-in, not inside-out.

 

High performance organizations come at planning from the outside-in, using a much more strategic, future-oriented approach. They start by looking outside their organizations to understand how the context within which they operate is changing. Sometimes they do this by looking at their organizations through a series of discrete “lenses” – for example industry, market, customer, competitor, technology, regulatory, people – to understand (a) what dynamics they observe, (b) what opportunities and/or challenges arise as a result of these dynamics, and (c) how these dynamics might play out over the course of their planning horizon. Armed with these insights – in particular a much deeper understanding of cause-and-effect – they are better positioned to create strategies that bridge from where they are now to where they want to be over time. Relative to the first approach we discussed, plans developed this way tend to be more ambitious, radical and lower risk all at the same time.

Second we would suggest that organizations go wrong because they view planning as a task rather than as a capability. They view it as a chore to be endured once a year to fill a template, and which brings with it a significant cost in terms of time away from the frontline. Their engagement and investment in planning reflects this attitude – for them it’s about getting to the end of the process as quickly and painlessly as possible.

The approaches we observe in high performance organizations, by contrast, are more consistent with Eisenhower’s famous mantra that, “Plans are nothing, planning is everything.” They understand that their organizations, and the worlds in which they are operating, are always changing, and as such they develop planning as a dynamic, enduring competence. They operate “with their heads up,” tracking changes in their context all the time, taking on board the lessons of their experience and factoring insights into their plans on an ongoing basis. Some of these organizations have moved away from a traditional, annual model of budget-based planning towards a more continuous, iterative model of strategy development and deployment.

 


“Plans are nothing, planning is everything.” -Dwight Einsenhower