Prior to this course—and this entire graduate program for that matter—I had no formal education on the dimensions, facets, and other subsequent research in “leadership.” I had always thought of leaders as a certain breed—born to lead! Though I still feel that some people possess stronger attributes (those seen in the BigFive ProFile, for example) than others which help in their leadership success, I have recently learned that those attributes may in fact not help and may even hinder one’s climb up the professional, leadership ladder if the steps are not taken sequentially.
The article, "Six Leadership Passages" by Charan, Drotter & Noel, establishes the appropriate mode in which we should climb this imaginary ladder. First, we must prove ourselves after a year or so in a job that we are ‘promotable’ due to the sharpening and broadening of our individual skill set. These attributes however will only lead to our leadership success if we are able and willing to make a value-based transition. This consists of valuing managerial work and not just enduring it, as well as truly valuing the leading of others to their own productivity. This shift is critical in order for a manager to move onto the second passage—managing managers. Skipping the first passage and not fully accepting the values of it can lead to, as the authors call it, ‘clogging the leadership pipeline’ (16-8).
Like the first, the second passage has values that are critical to success, including the valuation of managing areas outside of their individual expertise. As the authors point out, communication is critical for the third passage managers as they must develop the “skill of skip-level communication” so to not diminish the authority of managers in the lesser two passages. The fourth passage has values placed in importance of the support staff. Without this, staff will not perform to their full capacity, ultimately leaving the business manager with a clog in the pipes. Group managers, seen in the fifth passage, must have values related directly to the success of other people’s business (i.e., holistic, strategic thinking). The final passage is solely focused on values versus skills. The managerial challenge at this passage is to assemble together a high-achieving, ambitious team but this can only be done successfully after years and years of diverse experiences allowing, for example, a CEO to truly value the needs of the sixth passage (20-6).
In my professional life, I am in the beginning stages of the first passage…with a bit of a twist. After two years in my educational coordinator position I was able to display knowledge of the job, self-initiation, and the ability to take on multiple roles in different areas of my department with success. Upon the retirement of our previous business manager, I was asked to step in and fill that position as interim while they searched for a replacement. Obviously, I skipped quite a few passages and was thrown into the fourth without any preparation. Being thrust into this role forced me to adopt the somewhat trite mantra of ‘sink or swim.’ I chose to swim—not only for my own sake (and sanity!), but for the sake of the department. Lucky for me, some of my stronger dimensions had a chance to shine, such as my low C+ (high consolidation) and my low N= (moderate need for stability). Prior to the BigFive, I did not have formal names for these dimensions of my personality but I knew these were the areas that helped me not just wade in the water until a new manager started, but instead allowed me to swim toward my own leadership shore. I have recently been promoted as the educational administrator/day-to-day operations manager in the my department. As the authors suggest, I must learn to value deligation as well as the success of others as I move through the first passage. I believe that my intense focus towards goals and my moderate threshold for handling stress at work are bound to help me as I climb my own personal leadership ladder.
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This information regarding the six passages of leadership is very important and interesting. I did not realize how complex leadership is. It makes sense that each leader goes through these passages, each with its own twist. I am wondering if all leaders go through each of these or if some are forced into one without going through another. I am sure some managers go from the first to the third without even learning the values from the second passage like trying manage areas outside of their expertise. Is this why some managers get fired? Is this a possible cause of failures within an organization?
ReplyDeleteI am also curious how research and data provide critical information showing the relevance of each of the six passages. The metrics on how effective it is for a manager who goes through each phase versus a manager who skips around. This would be something I would like to know. I also think that may give more credibility to the article.
I am curious on where you would like to go in your career and what passage you would like to aspire to. You said that you were "thrown" into the fourth passage without learning the values of the second and third passage and I am wondering if you think that is an effective way to enter into a leadership role. I would like to know if you feel this was a success or a bit of a set back. Would you recommend someone else entering into a leadership role to follow this type of pattern? Do you feel someone who is in a leadership position should pass through all six passages? It sounds like for this turned out good since you got promoted in your career but do you also see how for some being thrown into a leadership position may not be the best path to take without making sure that person understands the facets of each passage.