Early in my career and began leading, I had a sense that people were important, but didn’t realize that they were most important. How do people develop into leaders other people want to follow? Let’s examine 3 principles that helped me.

1) They put their people before the work

Out of college, most of the leaders that I thought were good leaned heavily on their position to get results.   They seldom gave credit, and spent most of their time telling people what to do.

These were the people that were financially rewarded. These leaders got promoted. These people got things done. I wanted to be one of these people.

The problem

They weren't leading.

Buying into the myth that getting more work done and taking credit is what leaders do, I hurt team members. Back then, I wasn't open to alternatives and didn't recognize viable options when I took time to search.

As years past, I felt less comfortable leading others this way. The results came, but people didn’t want to follow unless I had the right title. I couldn't put my figure on the underlying problem.

It took a few years and extreme obstacles convincing me that there is always someone with a bigger title. Now I had the problem. What to do?

My problem

As time passed, sadly I was becoming the leader that I would run away from today.  Instead of trusting and empowering people to do what they were hired to accomplish, I attempted (unsuccessfully) to control others.  Just the way it had been modeled for me.

Thinking back, my former way of leading was more focused on results instead of the people that deliver them.  How embarrassing for me! My hope is my experience can open the eyes of just one person to a better way.

Had I continued my current path certainly would have required a bigger and bigger title, but what would have been the trade-off? I pondered.

Below are are few of the questions I struggled with to find my answer.

• Did I want to become the person that made work less enjoyable? (was I already that person?)

• Would focusing on my personal success make me numb to giving credit to those doing the work and helping me?

• How would I reconcile my beliefs with how I was getting things done?

• How satisfied would I feel if I spent most of my time telling people what to do instead of empowering them to unleash their talent?

• Would I become the manager that people follow because they have to versus the one they choose to?

• What might I have to compromise to receive the next promotion?

The answer

For me, the answer came in stages and changed my life. It is even the reason I choose to write about and practice helping others lead better today. And I’m still learning!

To lead well, we must be able to do it whether we have a high position or not, therefore . . .

Leaders navigate teams to successful outcomes irrespective of title.

For years, I wrongly assumed those in authority understood their responsibility. Successful leaders practice getting things done for those who give them the privilege to lead. It isn't about us. It never was. Once we get that, we create space for new growth.

Why is this so important?

Through my transformation, I learned that the controlling kind of leadership I practiced crushes people.

Worse, our followers take those wounds from work and hurt others. Hurt produces hurt.

I learned that hurt people, hurt people.

Thankfully, years ago I did adopt a new way.  As a guiding principle, I decided that I would put people first . . . no matter what.  Not claiming perfection as a standard, as a practice, I live intentionally now.  

Anyone that holds to this practice of putting people first has my deepest admiration and I encourage you to carry-on.  We need you!

2) They focus on their character

There is a lot of talk today about building trust in our teams and organizations. 

We've all heard it.   There are many facets.  Two that are important include the competency of the leader in the area they are asked to lead and their character.

More important than competency (which one can grow into), is the character of the person leading. We know a person’s character by what they do when things get difficult.  As I teach, when someone gets squeezed it's their character that comes out.

Make no mistake, people are always watching. 

Our actions speak louder than words.  Actions reflect what is in the heart. While people are forgiving and will work with people that are developing their expertise, they will not stay long with a person that has questionable character.

3) They hold themselves accountable

To become the leaders that others want to follow requires that we frame what we do in terms of our responsibilities to others. We are responsible to care for people, position them for success, create safe environments, catch them doing right things, bring positive energy, provide a vision where they see how they can help, give them the credit for their work, and stand up front when things don’t go as planned.

We do well to remember that leading is a privilege and we should not take this gift for granted as each individual in our lives means the world to someone else.

What kind of leader do you want to become? My hope is that it is a Shepherd Leader.

Want more on how to become a leader others want to follow. Try this book by Marshall Goldsmith.