In Eager, we're not freshmen. We are a counseling community made up of seniors. People with experience, heaviness and professional integrity. That means I lead people who often have as long or longer experience than myself. They are used to make independent choices, standing in demanding situations and delivering at a high level. It also sets its own requirements for leadership.
So what does it really mean lead people who don't need to be “led”?
That is precisely the question I keep coming back to. A,.
In the face of capable, self-reliant leaders, leadership must be subtle and relational. It's about understanding each one not to personalize the message, but to know how best to support them in standing confidently in their own leadership style. It's about being present without standing in the way.
Oftentimes support comes in the form of a conversation. Sometimes it's about strategy, other times about doubt, uncertainty or value conflicts. Not everything has to be fixed. A lot should only be aired. I have learned that the most important thing I can often contribute is a pause and a reflection, not a facet.
It's been an interesting transition for me personally. To go from being close to subjects, projects and operational tasks. I often feel the urge to contribute, to make myself useful. But the biggest impact often happens not when I shop, but when I hold back. Quando ho può essere un leado a sua processo, e obtener a experienza che è stato fino o permiglio, senza me intervening.
Kada v a a,. It's about building relationships that endure honest conversations, about understanding what each individual leader needs to develop their leadership, and at the same time preserving their own style.
I think it's easy to confuse visibility and action with value. But in an environment like ours, value is often about something else: Creating security. Asking open-ended questions. That's why I believe that leadership in my role is more about presence than about governance. More about building relationships, than building systems. And perhaps most of all: to endure giving up control without letting go of responsibility.
Because that's when the best happens: When you give space - and people take it. Not because they have to. But because they want to. And because they can.
But that may be where the development lies. For me personally and for Eager as a whole. Building a culture where leadership is something we develop jointly. Where leaders cheer for each other, share experiences, and dare to talk about what is difficult. Dove uno pode ser tanto e vulnerabile, e dove cercando per aiutare non una signa di frailty, ma di prudence.
People take responsibility.
And you get a leadership that's not only effective, but real.
Mer om
Strategic Business Development
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