It’s too close to Christmas to write about my other pet peeve (refer to my last blog on titles), so I’ll put that on hold and share some thoughts on the age-old topic of leadership. I’m sure we’ve all had some pivotal moments in our past that’ve stayed with us and shaped our course.
When did you realize 1st realize you displayed some leadership potential or behaviours? High School? University? Early-to-mid career?
I, like most people, believe that leadership can be acquired and developed, and isn’t necessarily something you’re born with. I’m sure some exceptional 6-month-old babies dominate in a playroom, though I’ll consider those the unique few. I can recount two critical moments when I thought, “I’m doing something right,” and maybe moving into leadership felt like a good fit.
Throughout my school years, I would classify myself as reserved and shy. Yes, call me an introvert. I still am in many ways, although not what I was 30+ years ago. I relied on thinking problems through, often debating with a computer (I usually won) :), and speaking with people for teamwork, problem-solving, and support. Not necessarily to build rapport or relationships. These are not the signs of an aspiring leader. Two events that occurred over the course of two years put me on a different trajectory. I look back with no regrets.
In the mid-late 90s, I was an IT specialist with a manufacturing company in Halifax. I’d support the users with their computer problems, keep all hardware operational, and do some development work. I had been there for only two years when another opportunity came calling, and I decided to leave. What happened next was pivotal to me and my career.
I was low-key, got along with everyone, and tried to do the best job I could. I had come out of my shell a bit at this company and participated in some social events, still with a clear focus on developing my skills. Work was work, and home was home. Some of the more experienced staff treated me like an adopted son; they took me under their wing, as I was the youngest in the office. In my final few days, the different teams had no less than three events to wish me well, including a “Christmas in June” party, as they all knew how much of a Christmas person I was.
What stands out is the lunch on my last day. The entire management team (President, VPs, and Managers) were all invited to a local Chinese food restaurant for my farewell lunch. Please keep in mind two things. The leadership team worked across three different locations, so they weren’t usually in the same place at the same time. I don’t think I’d ever seen it occur. Generally, a few dialed into meetings. Also, the company consisted of the typical departments: HR, Finance & Admin, Sales & Marketing, Production, Supply Chain & Logistics, and Quality & Engineering, to name the key groups, probably amounting to 15 leaders, all with different demands and schedules at various times of the day and week.
Everyone showed up, including one person who was on vacation. I didn’t recognize that fact until the Marketing Manager whispered, “Darren, you pulled the entire leadership team here today to say goodbye. That is saying something”. She had been with the company for over five years and hadn’t seen this happen before. I hadn’t realized (and only later found out) that, as with many companies, there tends to be some conflict between departments and individuals. I am much more aware of office politics now than I was then. Call me naive. Sales and Production weren’t often together for “social” events, nor were a few individuals. Everyone made this lunch. I remember thinking afterwards that it was a high compliment, and I must have been doing something right. I was “only” their IT guy.
The 2nd event was a couple of years later. Still in IT, now trialling my 1st leadership role, we had just experienced a significant downtime event and were on the road to stability. A member of the IT team, as we were walking through the building, said to me (paraphrasing), “Darren, we’d follow you back into this building if it were on fire. We trust that wouldn’t put us in any harm, and it would be safe to do so”. Not that I would ever consider this request, but it struck me in the same way the first example did.
What did I demonstrate that had colleagues respond in such a positive way? I’m still uncertain, but knowing what I do now, I think Patrick Lencioni’s virtues of an ideal team player capture it well. Humility, drive, and “smarts” (which I call situational awareness). I’ve moved around enough in my career, as I’m ambitious and want to be challenged and successful, but it was never at the expense of the greater good, the company or others. I knew I’d be fine, as I did have confidence in my abilities wherever I went.
I’ve known leaders who are natural at developing others and building teams. Better than I ever could. I still think back, with immense admiration, to a leader who took a step back in his career from a VP to a Plant Manager, as it wasn’t what he wanted to do. He wanted to serve and develop others in the organization and create the next generation of leaders. And he was incredible at doing it. I’ve learned a lot from his teachings over the years. I’ve worked with so many fantastic leaders and hopefully been able to borrow a bit of the style from each to help formulate my approach. The key is to share feedback with others, adapting and focusing on elements as you see fit for the audience. Sometimes I’ve had success, and other times not so much.
Did I expect to be a leader at the beginning of my career? I can’t say I did. I was too focused on becoming proficient in something, likely technology. Leadership has more than its share of challenges and frustrations, but when done well, it does make a difference to others. Have I made a difference to some? I think so. And that’s enough to make me smile and feel good about my career so far. I await to see what this next chapter will bring.
I ask each of you, do you have any watershed moments that helped establish and guide you in your leadership career? It is a season of reflection, after all.
Darren