Leadership Being v Doing

It’s well known in business that an organization takes on the characteristics of the CEO.

It’s not well understood what this actually means, or how to take advantage of it. That will be the subject of this article.

There are two parts to this conversation. The “doing” part and the “being” part.

How do you “BE” something?

Let’s start with the “doing” part. It’s easier to understand and describe. If a leader shows up to work early each day, that is something he or she is doing.

The example does not go unnoticed and those in the organization will tend to emulate that behavior.

If the leader always shows up to meetings prepared, that is also easy to notice and those in the organization, at least those who want to stay there, will emulate that behavior.

Those are great characteristics and will contribute to the success of an organization. It would be easy to create at least 10 such behaviors. If the leader models those behaviors, then that modeling will be noticed and adopted by the organization.

If the behaviors the leader models are powerful, growth oriented and lead to success, that will contribute to the organization’s growth and success.

There is a higher level of this principle that will bring far more power, even a leveraged or exponential growth power to the organization.

Modeling desired behaviors is a good aspect or demonstration of “doing.” So, what is this “being” stuff, anyway?

Being something is a demonstration of the truth of the character trait. For example: if a leader shows up all the time with a positive energy surrounding every glance, every gesture, and every word, then they are “being” optimistic.

This is a choice. Even in difficult or trying circumstances, one can choose this way of “being.” These traits carry energy. That energy is transmitted in every contact, every phone conversation and even every email or text that the leader creates.

This energetic stance is infectious. It will be felt by everyone in the organization. “Felt” is more powerful than “noticed.”

If a leader is “being” integrity, that means that every communication, email, and interaction is transparent and truthful. This energetic stance will be felt by all those in the organization.

You cannot “do” integrity. You can only “BE” integrity

If a leader is “being” nurturing, then every interaction, conversation and communication is one conducted with the growth of the other party in mind. This includes disciplinary or corrective conversations where things didn’t go well.

This is especially important if there is a high stress situation where there are unexpected or negative results or outcomes on the table.

The people in the organization learn to trust the leader and believe their growth is in mind of the leader. This engenders trust and honesty. It creates loyalty.

Again, these things are felt more than noticed.

How does a leader learn to “be” these characteristics? The answer is simple but not easy. First, the leader needs to set their own house in order.

The way we do one thing is the way we do everything. If those characteristics you wish to “BE,” are not part of your life, then intentional processes and growth must take place inside the leader.

This means the leader must be open to change, willing to undergo the rigors of self-improvement and use their coach to hold themselves accountable to the kind of “BE-ing-ness” they want to create.

This involves deep and honest assessment of who they are today and who they really wish to be. You can’t be one way in part of your life and be another way with respect to your organization.

Those that believe such compartmentalization is possible are fooling themselves.

Leadership that is most powerful always begins with the leader and always begins from the inside.

Truth and love,

Kellan