DIY became very popular during the COVID shut downs. Many became very efficient in ‘do it yourself’ productivity.
The same can be true of leadership training. It is typically helping potential leaders to know how to do stuff. It is built on competencies. Competencies are indeed important. Yet competencies alone are not enough. A leader must develop proficiency in how to be.
Francis Hesselbein in his article, The ‘How to Be’ Leader, stated, “The leader for today and the future will be focused on how to be—how to develop quality, character, mind-set, values, principles, and courage.” He went on to share four aspects of a ‘How to Be’ Leader.
The “how to be” leader knows that people are their her asset. This leader engages people in the forward movement of the company. They move away from hierarchical organizational structure and flatten decision-making to adjust quickly. Leadership is done through relationship building not rigid adherence to structure.
The “how to be” leader builds dispersed and diverse leadership. The leadership team reflects those in the community the organization is attempting to reach. The goal is shared responsibility. Leadership is pushed toward the fringe. Decision making is valued at the greatest level of impact.
The “how to be” leader communicates the vision of the organization’s future in compelling ways. The leader rallies people around the mission and vision. The goal is to create an enthusiasm and energy toward the mission and vision, not a certain vehicle to achieve it.
The “how to be” leader listens to key people. Listening indicates caring. Genuine caring builds up loyalty. When people you lead feel valued they are all in.
The effective leader going into the future will know both the stuff (how to) and the situation (how to be). This leader will not only act, but will live out the values she espouses.