Rethinking Leadership:

I recently had a conversation with a friend that sparked some deep reflection on the nature of leadership. This person, someone I've admired for their ability to connect with others, expressed doubt about their leadership potential. "Me? I dunno if i’m a leader?" they said. "I just like connecting with people."

This exchange highlighted a common misconception about leadership. 

Too often, we equate leadership with authority, with being the person who has all the answers and tells everyone else what to do. But in my experience, that's not what effective leadership looks like at all - especially not in today's rapidly evolving business landscape.

I shared with my friend a perspective that's become clearer to me over 25+ years of working with startups and growing companies: the best leaders aren't necessarily the loudest voices in the room or the ones with the most impressive titles. They're the ones who can inspire, connect, and bring out the best in others.

"Your people skills?" I told them. "That's not a weakness when it comes to leadership. It's your superpower!”

This conversation got me thinking about how our understanding of leadership needs to evolve, particularly for founders and entrepreneurs who are scaling their businesses. 

When you're just starting out, it's often your individual drive and hands-on involvement that gets things done. You're the hero of your own story, facing challenges, overcoming obstacles, and driving the narrative forward through your own actions.

But as your company grows, trying to maintain that level of control over every aspect can quickly become a bottleneck. More importantly, clinging to the role of hero can actually hinder your organization's growth and your team's development.

This is where the concept of the hero's journey, as described by Joseph Campbell, becomes relevant to leadership. As a founder, you start as the hero of your company's story. But as your organization grows, your role must evolve. 

You're no longer the central hero; instead, you become more like the wise guide or mentor figure in mythology.

Think of characters like Gandalf in "The Lord of the Rings" or Obi-Wan Kenobi in "Star Wars." These figures don't complete the quest themselves. Instead, they provide guidance, wisdom, and support to the heroes who do. 

In your growing organization, your team members become the heroes of their own journeys, facing challenges and achieving growth. 

Your job is to be their guide - to provide the context, resources, and encouragement they need to succeed.

This transition represents a profound shift from ego-driven leadership to servant leadership. It's about moving from a mindset of "What can I achieve?" to "How can I enable others to achieve?" If you remain too focused on being the hero of your company's story, your team - and ultimately your business - will suffer.

The shift from founder to leader of a growing organization isn't just about delegating tasks. It's about fundamentally changing your role from being the person who does everything to being the one who enables others to do their best work. This doesn't mean completely stepping back or becoming a figurehead. Instead, it's about focusing your energy on creating an environment where your team can thrive.

So what does this people-focused leadership look like in practice?

Let's think through 7 quick points that highlight a shift from the top-down, iron fist management style of ol'.

1. Listening more than you speak. Really hearing what your team has to say, not just waiting for your turn to talk.

2. Asking questions instead of always providing answers. Encouraging your team to think critically and solve problems.

3. Providing support and resources, rather than just assigning tasks. Asking "What do you need to succeed?" instead of "Why isn't this done yet?"

4. Celebrating successes and learning from failures as a team. Creating a culture where it's safe to take risks and make mistakes.

5. Focusing on developing your people, not just achieving short-term goals. Investing in their growth and potential.

6. Being transparent about challenges and involving the team in finding solutions. Trusting them with the real issues the business faces.

7. Leading by example. Demonstrating the values and work ethic you want to see in your organization.

This approach to leadership isn't always easy.

It requires a level of emotional intelligence and self-awareness that can be challenging to develop. You have to be willing to look at your own biases, insecurities, and areas for growth. It means being vulnerable sometimes, admitting when you don't have all the answers, and remembering you're not the hero in this story.

For many founders, this transition can be particularly difficult. You've built your business from the ground up, often through sheer force of will and personal expertise. Letting go of that control, trusting others to take on crucial responsibilities - it can feel like letting go of your baby.

But here's the thing: if you want your company to grow beyond what you can personally manage, you have to make this shift. And ironically, by loosening your grip on day-to-day operations, you often end up with a stronger, more resilient organization.

The payoff can be immense. When you create an environment where people feel valued, heard, and empowered, amazing things can happen. 

Innovation flourishes. 

Problems get solved faster. 

Your team becomes more than the sum of its parts.

And here's a secret: this kind of leadership is often more fulfilling for you, too. Instead of feeling like you're constantly pushing a boulder uphill alone, you get to watch your team tackle challenges with creativity and enthusiasm. You get to see people grow and achieve things they might not have thought possible.

By embracing this servant leader role, you're not diminishing your importance to the organization. Rather, you're elevating your impact by empowering others to achieve greatness. You're creating an environment where everyone can be the hero of their own story, contributing to a larger, shared narrative of success.

This approach fosters a culture of growth, innovation, and shared purpose. When leaders let go of their ego and focus on serving their team, they often find that the organization achieves far more than it ever could under the "hero" leader.

Circling back to my conversation with my friend, I encouraged them to reconsider their view of leadership. The skills they have - the ability to connect with people, to show compassion, to inspire others - these are exactly what's needed in leaders today.

In a world where technical skills can be automated or outsourced, the truly irreplaceable asset is the ability to bring people together, to create a shared sense of purpose, and to build a culture where everyone can do their best work.

So if you're a founder or entrepreneur taking things to the next level, remember this: your job isn't to have all the answers or to control everything. Your job is to create the conditions where your team can thrive. Focus on your people and stay focused on the mission, and the rest will follow.

If you decide to take on the quest to grow, remember that the biggest win is an organization that doesn't just succeed financially, but makes a positive difference in the lives of its people and the world at large.

Leadership isn't about power over others. It's about empowering others. And that's something we can all strive for, regardless of our title or position.