{"id":32253,"date":"2019-02-24T09:00:14","date_gmt":"2019-02-24T14:00:14","guid":{"rendered":"https:\/\/www.wework.com\/creator\/creator\/?p=32253"},"modified":"2020-02-26T14:30:41","modified_gmt":"2020-02-26T19:30:41","slug":"4-ways-to-act-like-a-leader-even-when-its-not-part-of-your-job-title","status":"publish","type":"post","link":"https:\/\/www.wework.com\/ideas\/professional-development\/management-leadership\/4-ways-to-act-like-a-leader-even-when-its-not-part-of-your-job-title","title":{"rendered":"Four ways to act like a leader\u2014regardless of your job title"},"content":{"rendered":"\n

It’s easy to think you’re not ready\u2014that you need to be further along to be a leader. Maybe next year. Or when you switch companies. Or when you have more time.<\/span><\/p>\n\n\n\n

One of the biggest limiting beliefs that holds people back from growing in their careers is the belief that just because they\u2019re in an \u201cindividual contributor\u201d role; they\u2019re not leaders. That leadership-development courses are only for people <\/span>already<\/em><\/span><\/i> in leadership positions. And that you\u2019re not a leader until someone says you are.<\/span><\/p>\n\n\n\n

At <\/span>Co Leadership<\/span><\/a>, we recently let people know about a leadership and communication course\u2014and got a lot of emails with some variation of:<\/span><\/p>\n\n\n\n

\u201cWhat if I\u2019m not a leader?\u201d
\u201cWill you have a course for individual contributors?\u201d
\u201cI’m just an individual contributor\u2014would I still get something out of the course?\u201d<\/em><\/span><\/i><\/p>\n\n\n\n

The reality is that <\/span>everyone<\/span><\/i>\u2014yes, even an individual contributor\u2014is a leader, whether we realize it or not. We\u2019re each responsible for influencing and bringing about the changes that we want to see. But when you hold the limiting belief that you\u2019re not a leader, you let that belief dictate your behavior. You might see something that\u2019s not going as well as you like, and think:<\/span><\/p>\n\n\n\n

\u201cOh, that\u2019s not my job. Someone else will notice and do something about it.\u201d
\u201cI wish our culture\/team\/code quality\/infrastructure were better. It\u2019s not super bad, but it\u2019s not great.\u201d
\u201cWhy isn\u2019t someone doing something about this?\u201d<\/em><\/span><\/i><\/p>\n\n\n\n

We\u2019re conditioned to exist in a sort of learned helplessness, where we notice things at work that bother us, shrug, and say, \u201cWell, I guess that\u2019s the way it is.\u201d But when we get stuck on those thoughts, we end up taking away our own power and authority. We opt out. \u201c<\/em><\/span>Who am I to nominate myself to be a leader?\u201d \u201cWho I am to ask my manager for the budget to take this leadership course when maybe they don\u2019t see me as a leader?\u201d<\/em><\/span><\/i><\/p>\n\n\n\n

I’ve worked with, coached, and interviewed many people who have successfully transitioned into the leadership roles of their dreams. And they all hold one thing in common. They\u2019ve replaced their initial limiting belief with a more empowering one: \u201c<\/em><\/span>I am the one responsible for the change I want to see.\u201d<\/em><\/span><\/i><\/p>\n\n\n\n

This belief empowers them to take action\u2014even if they\u2019re individual contributors or people without explicit leadership roles. Of course, taking action on your own\u2014without the support of others\u2014can be hard and lonely. The single most important way to make it feel easy is to get effective at communicating and aligning the people around you. Once you recognize that, the process is simple. <\/span><\/p>\n\n\n\n

Document gaps in the organization.<\/b> When you notice a problem with company policy, process, or other infrastructure, write it down. Then find a partner or a buddy and brainstorm ways to move the issue forward. Or if you\u2019ve identified the gaps in the organization that holds your team back, mention them in a meeting. It\u2019s a powerful experience to throw something out there and watch the whole room react by saying, \u201cYeah, that is a problem.\u201d<\/span><\/p>\n\n\n\n

Seek guidance from a mentor<\/b>. For me, a big shift came when I saw that doing what I\u2019d been doing wouldn\u2019t get me where I wanted to go. I was focused on being more reliable, which, as an engineer, meant doing more coding. But the people around me being put in leadership positions weren\u2019t rewarded because they were super good at coding. So I tried to take more initiative, pulling myself out of the day-to-day and coming up with new ideas. But whenever I would propose a new one, it wasn\u2019t aligned with what was actually needed\u2014so it would get shot down. That wasn\u2019t a great feedback loop. Luckily my manager had a sense of what I wanted, and he helped me propose ideas that were useful to the team. <\/span><\/p>\n\n\n\n

Build alignment early in your process.<\/b> Have conversations with your peers and your manager, and really listen and discover what\u2019s important to the people around you, so that you can design your work relationships and expectations more explicitly. Take the time to invest in relationships and connect with the people around you, so that when you talk about what needs to get done for work, you already know what’s important to each stakeholder, and aren\u2019t caught off-guard by long-winded arguments about details.<\/span><\/p>\n\n\n\n

Building alignment lets you communicate with impact\u2014so that what you do and say lands with your audience. It empowers you to lead without authority\u2014so that you know how to motivate people behind shared goals. It\u2019s a powerful tool that can transform a solo endeavor into a team effort that feels like everyone is rowing effortlessly in the same direction.<\/span><\/p>\n\n\n\n

Volunteer to get involved in areas outside your expertise.<\/b> We all make assumptions that colleagues might get upset if you do something in their territory, but one of the things we teach is how to clear those assumptions. Tell your colleague that you really want the endeavor to be successful and you want to be involved\u2014but don\u2019t want to step on their toes. I once ran a workshop for an engineering team, where everyone was working on their own project. Many of them wanted to contribute to other projects but thought nobody would welcome their help. Yet when I asked who in the room <\/span>would<\/em><\/span><\/i> welcome help, two-thirds of the hands went up. It was really fascinating to see: Everyone wants more connection, but they\u2019re holding themselves back. <\/span><\/p>\n\n\n\n

You may be an individual contributor, but no one works in isolation. You may be an engineer-turned-manager who doesn\u2019t quite know if you\u2019ve got your bases covered. You may be a director, or VP, or CTO. At every level, there is a universal feeling of wanting to have impact\u2014and of feeling like you don\u2019t have the authority you need to go for it.  <\/span><\/p>\n\n\n\n

But leadership takes courage and a willingness to dive into the unknown. And if you are waiting for someone else to recognize you so that <\/span>then<\/em><\/span><\/i> you can step into your leadership, you may be waiting for a long time.<\/span><\/p>\n\n\n\n

The person you are waiting for is you.<\/span><\/p>\n\n\n\n

Jean Hsu is a cofounder of Co Leadership<\/a> and a member at Berkeley\u2019s WeWork 2120 University Ave<\/a>.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

You don’t need an explicit leadership role to be effective at communicating and aligning the people around you<\/p>\n","protected":false},"author":1702,"featured_media":32263,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[43902,43909],"tags":[525,1487],"class_list":["post-32253","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-professional-development","category-management-leadership","tag-personal-growth","tag-leadership"],"acf":[],"yoast_head":"\nFour ways to act like a leader\u2014regardless of your job title<\/title>\n<meta name=\"description\" content=\"You don't need to have an explicit leadership role to be effective at communicating and aligning the people around you.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, 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