“The Camino is the ideal training ground for leaders.”
That’s the line on the back liner of the book jacket that pulled me into a surprising story. How to practice leadership with “a pilgrim’s heart, a wayfarer’s grit, and a navigator’s gift for reaching the destination.”
Reading leadership consultant Victor Prince’s book, The Camino Way: Lessons in Leadership from a Walk Across Spain, was a way to take that journey without actually walking that far. For the hours reading the book, I walked with Victor and took in the lessons and applications for leadership. Victor graciously talked with me about his journey. Before his leadership work, Victor Prince was previously the COO of the US Consumer Financial Protection Bureau and a strategy consultant with Bain & Company.
“It’s no use walking anywhere to preach unless our walking is our preaching.” -Francis of Assisi
I do long distance hiking and biking trails as a hobby. I focus on trails that are long and have accommodations along the way and don’t require camping. The Camino meets both those criteria, and I finally got to it when I was able to take a month off during a sabbatical. The Martin Sheen and Emilio Estevez film, The Way, also got me interested. I knew the trail had ancient roots, and many people got an epiphany when walking it, but I was more focused on it as just the next trail I would check off my list.
Leadership Lesson: tell your team about your goals and the reasons you are pursuing them.
You received a passport for your trip with 7 leadership lessons that struck you. As you made the journey, how did these impact you?
At first, I was focused on the main purpose of the pilgrim credential (pilgrim passport), which is to collect the stamps from hostels along the way to prove you walked the route. As a goal-driven over-achiever, I loved the daily sense of accomplishment I got with each nightly stamp. I only noticed the list of the 7 values pilgrims were asked to live by while on the Camino after a few days of walking. They captured the spirit I found in other pilgrims. They were simple things like, “Make others feel welcome,” and, “Think about those who will follow you.” They also struck me as exceptionally thoughtful values to follow even while off of the Camino. As I had alone-time walking, I reflected on how these values would have been helpful for me to live by in my past roles leading teams at work.
Copyright Victor Prince, Used by Permission
Would you share an example of how perspective can change on this journey?
One of the values is, “Welcome each day – its pleasures and challenges.” While walking an average of 15 miles per day for a month, a pilgrim on the Camino experiences many challenges as well as pleasures. I learned to put challenges into perspective. My most challenging day on the Camino came after a 24-mile day that resulted from a mistake in my planning. When I started the next morning, I was tired, sore and grumpy as I stared at a big hill I had to climb. It was a hot July day. I started to wonder if I had bitten off more than I could chew with this whole walk. ‘What on earth am I doing walking across Spain?’ I asked myself. I slogged on and when I got about halfway up the hill, I saw a marker for a pilgrim who had died on that spot. That put my challenges into perspective. I realized that, while this was my worst day on the trail, this adventure was something I knew would be difficult but that I had chosen to do. That made me realize that a bad day doing something I love is still a good day. When I got to the top of the hill, I snapped this picture which changed my life. I used this picture to headline my blog about the Camino that went viral around the world and led to this book. The fallen pilgrim named on the marker never made it to see that view, but he inspired me and I dedicated this book to him. The leadership lesson I learned from this is to put bad days at work into perspective. A bad day at work is better than a good day without a job.
7 Values to Live By
1: Welcome each day, its pleasures and challenges
2: Make others feel welcome
4: Live in the moment
5: Feel the spirit of those who have come before 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
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
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.