Autodidactic Leadership Development

                The spring 2018 issue of Independent School magazine focused on leadership. As always, the articles highlighted the excellent work going on in many schools while prompting thoughts about ways to improve one’s own school. The story highlighted on the cover is “How Did You Learn to Be a Leader?” Naturally the question prompted some reflection.

                The question implies a professional development angle—or at least I jump to that conclusion because of how we often think of adults’ growth in schools. We assign mentors, talk about training, sit through workshops, attend conferences. Often it’s done in doses of varying sizes; sometimes it’s a single shot. I think this has been particularly true when it comes to leadership, particularly because the idea of distributed leadership is fairly new in most of our cultures. Unless someone were tapped as having leadership potential and quite intentionally mentored, or the person went to certain programs, I don’t think they received much leadership training.

                Even for those who received more extensive leadership training, it is limited. I don’t mean limited in its effectiveness or potential help. I mean limited in that it’s not enough. I assert that as one who has benefited greatly from attentive mentors and quality workshops. I also say this because I’ve come to believe everyone is ultimately responsible for their own development. Optimal learning requires some degree of autodidactic impulse.

                If you accept my premise, you’re likely wondering what are some practices that can enhance one’s leadership training. I’m going to offer some ideas, but with the caveat that you need to design an intentional program per your own needs.

• Observation—Even if you have a fantastic mentor, that person can teach you only so much because of both human and practical limitations. To augment the mentoring, you can use other people as quasi-mentors without their even being aware through observation. Watch people you both admire and question as leaders. Study where they shine and where they misstep. Pay attention to not just large moments, but also the little things.
•  Read—Neurological studies have shown the brain lights up during reading the same way it does when we dream. That’s fitting, as one of the main things a leader must do is dream. Reading can help inspire those dreams through the sort of extensive exposure we cannot gain any other way. In a more immediate sense, reading allows for another form of mentoring as you encounter unique situations and people/characters. Also, extend your leadership reading beyond the typical leadership books. Many are much too simplistic. Instead, read history, biography, memoir, autobiography, fiction, poetry, social sciences, hard sciences—anything that is going to extend your learning.
•  Self-Awareness—We all have our strengths and weaknesses. But how aware of them are we? How much do we accept them? Work on them? Leaders need people who will challenge them, whether regarding ideas or behavior. Professional coaches, good friends, therapists—each can play a vital role in a leader’s development by prompting deeper reflection about one’s personal qualities and how they affect relationships on every level. Also, the point is not to change your essential core. It’s about growing as a person so you can grow as a leader.
• Proactivity—You may be given clear opportunities to develop your leadership. It may be some sort of position, the chance to run a project, to serve as a peer-evaluator. It could be just about anything. The key is to take the chance and make the most of it. Even if you have this chance—and especially if you don’t—it’s vital to be pro-active and seek opportunities to exercise leadership. Perhaps you see a need and have some ideas on how to address it. Perhaps you foster greater collaboration among colleagues. Whatever it is, show that you are committed to helping your institution improve.

                 These are just some ideas, ones which have served me well. They may or may not help you. Despite what often seems like popular belief, leadership isn’t limited to a certain type of person. In fact, studies have shown that often the most effective leaders for long-term success do not fit the stereotypical image.  Effective leadership often comes down to being a particular type of person in a particular place at a particular time for a particular purpose, all in alignment.

                Finally, no matter what type of person you are, reflect deeply and honestly about why you want to lead.  Yes, most leaders feel called in some regard. The question is why. If it’s about pumping up your ego, think some more. The best leadership is about some higher meaning and purpose. It’s about moving towards some ideal. Thus, in a way this entire post becomes somewhat ironic given its focus on the self. Great leaders learn to shrink themselves so that others may grow.