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| David Peters |
The idea of leadership as service flies in the face of what is too often the popular understanding of who a leader is and what they do. A leader is not the swashbuckling hero, the rugged individualist forging ahead alone, exercising power, or the bully barking out orders to terrified underlings. Instead of demanding obedience to advance selfish ends, real leaders inspire and guide towards common goals through persuasion. The landscape is littered with larger-than-life types whose desire is to serve themselves and fulfill only their own needs. True leaders are the ones people follow when they have a choice not to. Leaders should be — no matter their personality type — those who see a need and feel compelled to meet it. But what are those needs, and how do you meet them?
The only way to discover needs is by listening. Real, active listening to the thoughts and concerns of others. Active listening involves mirroring back what you believe you have heard others say. Do you have a proper understanding? Have you missed nuances? Have you drilled down to the heart of the matter? Only by listening are you able to help others articulate their needs and then attempt to meet them.
After listening you reflect deeply upon what you have learned and exercise judgment to collaboratively formulate products and processes to meet needs. This process is iterative and evolves as you gather and analyze feedback. To lead through service you must be courageous, act with integrity, communicate clearly and be decisive.
While leadership starts with a desire to serve, and the most important trait a leader can have is the ability to listen actively, trust is the tie that binds the relationship between servant and served. Trust is built upon technical competence and the ability to create fair and effective processes. Trust grows when your motives are geared towards the betterment of all stakeholders; it deepens when your decision-making and communications are collaborative and fair; it solidifies when you take responsibility for the impact of your actions, both intended and, most importantly, unintended. And you must be willing to apologize when things go awry. Decisions must be made with the betterment of all stakeholders in view and communicated in a thoughtful and sensitive manner, especially when controversial.
All this talk of collaboration and trust building can make it appear that leaders do not have to make difficult decisions. That is not the case. Exercising leadership often means having to make the toughest, most contentious decisions that many times will have negative impacts. The key to effective leadership that is inclusive, serves and empowers is in communicating these decisions in a clear, open and thoughtful way. Leaders must lead; they must be those who are out ahead showing the way forward. Leaders scan the horizon in search of new opportunities. They are called upon to create a compelling vision, formulate a strategy to achieve bold goals and communicate in a dynamic and inspiring way the purpose behind it all.
So, you have a servant’s heart and want to meet needs, but why would anyone look to you as a leader, as someone who can meet needs? Because you step forward, are trustworthy and collaborate. You step forward by making yourself available. You signal trustworthiness by displaying integrity: your words and actions align. You do the right thing even when it’s hard. You are competent to earn the trust of those whose needs you desire to fulfill, and you are humble enough to course correct as needed. To gain trust you must be vulnerable: you gain trust when you give it, are willing to admit when you are wrong and understand that the diversity of a team makes it stronger. So, are you willing to put yourself forward and serve? Will you answer the call to leadership not only in your workplace, but also by volunteering your time and talents to boards and non-profit organizations? Please do. We need you.
David Peters is counsel in the New York office of a global investment management firm. He has experience advising SEC-registered investment firms on compliance and legal issues affecting both private and registered investment vehicles. Previously, Peters was in private practice at two international law firms and was a senior compliance officer at JPMorgan Chase & Co. Before attending law school, he was an investment analyst.
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