How to Become a Leader

Key Concepts

• Emerging leadership
• Disqualifying behaviors
• Method of residues
• Group dynamics
• Communication skills (assertiveness vs. aggressiveness, clarity, conciseness)
• Team cohesion
• Problem-solving
• Big picture thinking
• Deeper meaning of work
• Inspiration and motivation
• Organizational systems
• Environmental scanning and sensemaking
• Stakeholder communication

Part 1: What NOT to Do - Avoiding Disqualification as a Leader

This section focuses on behaviors that eliminate individuals from consideration as leaders within a group setting. It draws on research by Ernest Bormann and his concept of the "method of residues," where leaders emerge not necessarily as the best choice, but as the last one standing after others have disqualified themselves.

1.1. Bormann's Five Deal Breakers:

Bormann identified five general characteristics that immediately disqualify individuals:

• Too Quiet: Lack of participation.
• Too Rigid: Inflexible and unwilling to compromise.
• Too Aggressive: Overly assertive and dominating.
• Unintelligent: Perceived lack of intellectual capacity.
• Uninformed: Lacking necessary knowledge or awareness.

1.2. Fisher and Ellis's Eight Rules for Securing a Low-Status Position:

Aubrey Fisher and Donald Ellis outlined eight specific behaviors that actively undermine leadership potential:

1. Miss Meetings: Demonstrates unreliability and lack of commitment. Even if high-status individuals (like CEOs) can get away with this, emerging leaders cannot.
2. Don't Speak Enough at Meetings: Positions you as a follower. Aim for at least an average amount of contribution compared to peers.
3. Volunteer to Be the Note Taker: Seen as a support role, not a leadership role. Rotate this responsibility.
4. Explain That You're Willing to Do What You're Told: Signals passivity and lack of initiative.
5. Come on Too Strong Too Early: Being too pushy or dominating, especially in new teams, can alienate others. Balance assertiveness with allowing space for others.
6. Assume the Role of the Joker: Excessive humor can undermine seriousness and credibility. Contribute to the task more than you contribute humor.
7. Act Like an Expert on Everything and Use Lots of Jargon: While expertise is valuable, effective leaders communicate in plain language accessible to everyone.
8. Express a Contempt for Leadership: Complaining about existing leaders doesn't qualify you as a better alternative. Offer solutions instead.

Part 2: What TO Do - Emerging as a Leader

This section outlines proactive behaviors that position individuals as emerging leaders within groups and teams, based on research by Johnson and Hackman.

2.1. Four Ways to Emerge as a Leader (Johnson & Hackman):

1. Show Your Individual Competence: Be prepared, informed, and add value to meetings. Competence earns respect.
   • Example: Doing pre-work and having informed opinions.
2. Participate Early and Often: Contribute from the very first meeting. Don't wait to be called upon.
   • Example: Even a simple agreement with another person's point ("Yes, what Gary said makes a lot of sense") is a good start.
3. Focus on the Quality and Quantity of Your Communication: Level up communication by:
   • Helping set goals.
   • Giving directions and instructions.
   • Asking good questions.
   • Facilitating the discussion.
   • Summarizing key points.
   • Managing conflicts.
4. Help Build a Cohesive Team: Build relationships, create goodwill, and foster positive connections. Lead by example.

2.2. Bonus Point: Solve Problems:

• Take initiative to solve problems and offer solutions to the group's challenges.
• Offer to be part of the solution and help implement it.

Part 3: How CEOs Communicate Differently

This section explores the communication skills that distinguish top-level leaders (CEOs) from frontline supervisors and mid-level managers. The overarching skill is the ability to think and talk about the big picture.

3.1. Five Big Picture Communication Skills of CEOs:

1. Know and Communicate the Deeper Meaning of Work (The "Why"): Articulate the organization's purpose, vision, and mission.
   • Example: Sal Khan's vision for Khan Academy: "to provide a free and world-class education to anyone anywhere."
2. Inspire and Motivate Others to Achieve Great Things Together: Foster teamwork and a sense of shared purpose.
   • Example: JFK's moonshot speech, emphasizing "this nation" and Neil Armstrong's "a giant leap for mankind."
3. Know and Talk About How the Various Parts of the Organization Work Together: Break down silos and promote interconnectedness.
4. Engage in Environmental Scanning and Sensemaking: Track external and internal variables, interpret changes, and communicate their impact to the organization.
   • Example: Analyzing the impact of tariffs or a new competitor.
5. Communicate Effectively with External Stakeholders: Build mutually beneficial relationships with suppliers, vendors, government agencies, and partner organizations.

Synthesis/Conclusion

Becoming a leader involves both avoiding disqualifying behaviors and actively demonstrating leadership qualities. Emerging leaders must be competent, communicative, team-oriented, and problem-solvers. Top-level leaders, like CEOs, must also possess the ability to think and communicate about the big picture, inspiring others, fostering collaboration, and navigating the external environment. By focusing on these skills, individuals can increase their leadership potential and effectiveness.