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Leadership Is A Craft, Not A Knack: How To Help Students Learn To Lead

Gregory P. Crawford is President of Miami University of Ohio.

Leaders in organizations have witnessed a sea change in the understanding and expectations of leadership itself in recent years. Many became leaders when the focus was on their performance, and the only metric that mattered was the organization’s bottom line. Now, their success is also judged on their ability to develop others as leaders, and the metric is a triple bottom line comprised of the organization’s financial prosperity and the well-being of people and the planet. All of this includes diversity, equity, inclusion and sustainability.

Today, organizations are judged by their engagement with social and environmental issues, not only the success of their products. Leaders must keep abreast of these priorities and adapt to the rapid changes accelerated by ever-advancing technology.

Increased complexity and the call for adaptability underscore the reality that leaders are made, not born. Leadership is a craft, not a knack. It can be taught and learned in evidence-based, measurable ways. I've observed that many universities have recognized such training as integral to their educational mission. At my institution, for example, this includes programs for first-year students, STEM majors and business majors, and programs that focus on areas such as values-based leadership, authenticity, leading with purpose and more.

Beyond acquiring specific skills such as teamwork, planning, budgeting and effective communication, participants in leadership programs can grow in character and self-understanding. They can also identify their leadership style, practice habits of dependability and accountability, enjoy the satisfaction of making an impact, establish their personal brand and develop a vision of the better world they aim to build through their leadership.

As president of a university whose graduates have become leaders of companies, government officials, military officers and athletic coaches, I've observed that some key character-defining paired virtues, central to their success, can be instilled in leadership programs: humble confidence, accountable empathy and resilient determination.

Humble Confidence

Humble confidence balances the leader's conviction that they are choosing the best way forward with the openness to consider others' ideas. Such leadership can inspire people to follow and empower them to speak up, as they know their views will be valued. Welcoming a diversity of opinions is a sign of strength, not uncertainty, and a source of innovation. It confirms the organization’s commitment to inclusion and helps team members grow as leaders. In my experience, new hires with these virtues naturally engage others as collaborators; as high-level leaders, they will gain consensus and buy-in for initiatives that call for risk-taking and trust.

Accountable Empathy

Leading an organization means leading human beings, not operating a machine or running an algorithm. This requires strong moral and ethical reasoning. Leaders need a high level of emotional intelligence to engage team members effectively and show they are valued as people and professionals; the leader cares about each individual’s success and the team’s. Empathy involves understanding team members’ dreams and goals and positioning them within the organization to thrive. Holding them accountable for fulfilling their role is an expression of confidence that can help them grow. New hires with these virtues know the importance of their colleagues’ success for their own; as high-level leaders, they can effectively balance fiduciary duties to the organization with empathy for people impacted by their decisions.

Resilient Determination

Perseverance is a virtue; so is prudence. Leaders should not give up at the first sign of difficulty but must also know when to pivot. Some plans will not succeed. However, even failure can be a stepping stone to success. Team members might recognize the need to change course early, and the leader's openness and resilience, rather than stubborn persistence, mean the shift can happen in a timelier way. New hires with these virtues can overcome rookie mistakes; as high-level leaders, they can make ahead-of-the-curve adjustments to rapidly changing circumstances.

What This Means For Leaders In Education And Business

Leaders in education should ensure students have an abundance of opportunities to learn these leadership lessons and practice them through real-world experiences in campus organizations, internships and service-learning opportunities. In doing so, they can come to the workplace ready to fulfill their roles effectively and rise through the ranks to advance the organization’s success. They will be alert to their leaders' challenges and accustomed to learning leadership lessons from others.

For business leaders, keep in mind that nearly every applicant will likely claim leadership skills on their resume, so scrutinize the issue in an interview. A 2018 survey (via Inside Higher Ed) showed that 70.5% of students considered themselves proficient in leadership skills, but only 33% of employers agreed. Beyond probing their leadership training and experiences, you can gauge their practice of virtues. What do they consider the leader’s responsibility to team members? Describe a time when they proposed a strong plan, then a colleague suggested a nuanced improvement. Did they embrace the idea? How did they approach an unproductive team member, and what was the response? When a plan hit unforeseen obstacles, did they persevere or pivot? Why, and what was the result?

As a leader, you can make a difference in students’ leadership training. You can offer real-world experience to a program at your alma mater or local university, for example. You can join a program’s advisory board to add your wisdom and engage promising students. Create a case study of your leadership career or your company’s leadership profile, including candid descriptions of challenges and success. Such material might help your new hires, college students and faculty. Your story can empower many future leaders to impact the world positively.

Applicants who engage in intentional leadership programs as undergraduates place a high value on gaining the knowledge, mindsets and skills they need to lead effectively. Their initiative, learning and experience will bring significant value to your organization.


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