November 4th, 2020
My leadership manifesto
Leadership
5 min read
Just as one can't say they are living to their principles without knowing their principles, a person can't have a steady leadership style if they have not made clear for themselves for what they stand for.
Past experience
Looking back at different leaders I have had in my professional life, I have seen a lot. I have worked with leaders who at the end of the day gave me tasks that they did not want to do, for the purpose of getting more time for themselves to do things they love to do. I would describe that as not the best experience. At the same organization, I also worked with a leader who was focused on finding my potential and empowering me to be an independent thinker. And I was lucky enough to work with a similar leader also a second time around due to what I was able to find my voice and learn how to speak my mind. And then I have felt the effects of leadership when a person themselves are not sure of what or how to do, resulting in the whole team feeling insecure. That was a great moment to learn how to be fully comfortable with taking ownership, even if no one around you has the confidence to do so. I can not forget to mention the leadership style that is most difficult for me to work with: the overpowering leader who thinks they are always right. The person with who you can have a great conversation as long as you agree with them, but the moment your opinion differs you find yourself facing a strong character who will not budge from their opinion. The one next to who you always feel not as a partner in the same mission, but as a weak apprentice.
Taking responsibility
Having worked with 9 leaders in the past 8 years, I can only say that I am so grateful for the first-hand opportunity to learn. And even happier to say that I am still learning and trying to be an upgraded version for my team. For me to do good in my leadership role, I have from day one tried to get clarity on what am I as a leader standing for. Yes, I, as a leader, take myself accountable for finding potential in people and processes. My mission is to support and enable my team to do their best work. Yet, that alone is not enough of a statement, therefore I wrote down principles I take into account leading my team of makers.
My principles
✨ Make sure each individual on my team know that they matter. They matter to me, to our team, to the company, and to the companies mission.
✨ Create a level of autonomy for each individual on my team. They have the knowledge and the skills to make decisions on their own. I am here to teach and support the development, but that does not always mean being the supplier of answers.
✨ Remove roadblocks for them to do their best work.
✨ Build trust inside the team for us to have an inclusive environment. It is important to feel okay asking questions, straying beyond their zone of expertise to collaborate, and making mistakes. Stay open and honest with receiving and giving feedback.
✨ Train the change muscle for me and for the team. There is no room for complacency, as we have to learn how to constantly carry out transformation. Through change, we grow our learning.
✨ Turn my attention to work simplification to increase the productivity of the team.
✨ Keep my mind on the higher-level vision of the company. Need to know where the ship needs to sail, to hold it on course. Everything we do, we do for a purpose.
✨ Through everything I do, I pursue to be a courageous leader and keep my well-being a priority. My professional life and my work environment must offer me the opportunity to learn and create while leaving me inspired and fulfilled with a sense of adventure and passion for the day. I step away from situations where I am not able to share my knowledge, inspire, and be inspired.
“I believe that what we regret most are our failures of courage, whether it’s the courage to be kinder, to show up, to say how we feel, to set boundaries, to be good to ourselves. Looking at the bright side we can see that courage is contagious. A critical mass of brave leaders is the foundation of an intentionally courageous culture. Every time we are brave with our lives, we make the people around us a little braver and our organizations bolder and stronger.” - Brene Brown
End goal
I am there to sort out all the stuff that stops my team from focusing. Make the processes smooth. Make sure they find their work interesting and challenging. Make sure they are having the biggest impact that they can. Understand who they are and what drives them, and line that up with what the team needs. Tell them when I think they did something great. Ask them why they did something that falls short of our quality bar — maybe there was a good reason. Maybe I can help.
“Empathy has no script. There is no right way or wrong way to do it. It’s simply listening, holding space, withholding judgment, emotionally connecting, and communicating that incredibly healing message of ‘You’re not alone.’” - Brene Brown