Send to KindleKnow anyone who is a “born leader?” It’s a common label to attach to someone who is especially effective as a leader. But is it accurate? What is a “born leader” and what should other leaders do when they think one of their subordinates is one?
There are certainly people who were born with the ability to make other people want to do things and that’s part of the leadership equation. These people usually possess some specific qualities that attract people to them, such as charisma, a quick mind, and often a sense of humor. With those tools, they can often attract “followers” who will do their bidding. Born leaders can become a great asset; but if untrained, they can also do a lot of damage. The problem is, these people are not always going the direction their bosses would want. Also, their ability to take people along with them sometimes makes it seem like they don’t need a lot of leadership training. As a result, they are more likely to find themselves in a bad situation, especially with people problems, that they don’t have the tools to deal with. That doesn’t mean someone who is thought of as a “born leader” should be discounted. Far from it. With good leadership training they probably will excel.
As should be the case with any potential leader, a boss who senses that a subordinate has these innate characteristics should take action to develop them. And also as with any potential leadership candidate, the boss should provide leadership training and give them an opportunity to prove themselves. In this case though, there are a couple of cautions to consider. This type of person has probably already experienced the ability to get people to do things so it’s important to keep a close eye on them to ensure they’re not heading off on their own. It is important to make sure all leaders understand the organization’s values and ensure they have a complimentary value set. In this case though it is even more important for the same reason: people will more readily follow him or her even if they’re leading in the wrong direction.
Before you begin providing your new protégé with opportunities to lead, make sure they have a firm grasp of the organization’s mission and goals and specifically what you want them to do. Most new leaders are a little unsure of themselves at first but this person has a lot more self-confidence, which could result in charging ahead when he or she might better have asked for clarification or guidance.
An odd thing to watch for is an inability for the “born leader” to bring up new leaders once they’ve reached a leadership position themselves. This is probably attributable to the fact that some people with the qualities that make them “born leaders” can also be a little insecure and they can see new potential leaders as a threat to their position. This should be uncommon though, especially if they have been well trained.
Bob Mason
www.planleadexcel.com
