The Three Principles of Leadership
How to be an effective leader
By Brendon Burchard, author of The Student Leadership Guide

According to the prominent public figure and leadership theorist John Gardner, “We give every appearance of sleepwalking through a dangerous passage of history.” Sleepwalking is a frightening metaphor in the wake of complex times surrounded by technological innovation, so­cietal shifting, terrorism, political instability, and globalization. In shaping our responses to these times, we, as students, have two choices: we can remain passive, disconnected bystanders, or we can walk the paths of leadership by engaging the issues of the day and seeking important changes. Insightfully, another public figure of the past by the name of Abigail Adams foretold us, “Great necessities will call forth great leaders.” The call for leadership is loud and clear.

But what is leadership? It’s been asked many times before, and answered just as many. The problem is that despite all the fancy definitions of leadership, we often lose touch with the principles behind the definitions. In science, principles are “elements that compose a substance, especially ones that gives some special quality or effect.” In leadership, there are essential elements that make it unique from other terms and practices. Understanding these principles is imperative to answering the call of leadership.

Principle 1: Leadership is a Collective, not Singular, Activity
In Leadership Without Easy Answers, Ronald Heifetz noted, “The myth of leadership is the myth of the lone warrior: the solitary individual whose heroism and brilliance enable him to lead the way.” Unfortunately, this myth has pierced the American consciousness. We look to the lone warrior and cast our fate unto his hands. We shed our responsibilities and fail to be accountable because “the leader will take care of us.” This lone warrior, this commander of our fate, becomes our projection of hope and accountability. And, if the commander should lose the battle, we cast our stones at him, all the while forgetting we did not step onto the battlefield ourselves.

Slowly, trustingly, society is moving away from this myth of one heroic leader who is in charge of our fate. We are learning that we must be involved in defining the vision, we must help plan the strategy, we must fight the fight, we must win our victories with our own efforts. Because we are all in this together. In his landmark book Leadership, James MacGregor Burns said, “Leaders and followers are engaged in a common enterprise; they are dependent on each other, their fortunes rise and fall together.”

This means we, as students, have to become proactive and accountable. It means we have to use the term “collaborators” because our efforts are collective. It means we have to understand everything we do, or do not do, impacts everyone else. It means we can no longer look to singular commanders, but rather to communities of shared responsibility and accountability. Communities that we have shaped, encouraged, and emboldened with common values, principles, and purposes.

Principle 2:  Leadership is not Management
As students, we often believe leadership is the same as management. Many of the “leaders” in our lives were those who employed or managed us. We have been taught for years that leadership is just good management. In fact, if you get 10 people in a room and ask who their leaders are, eight of them will mention a manager at work.

Leadership, though, must be separated from management. This distinction is not simply word play, it’s a vital differentiation in philosophy, objectives, means, and values. Understanding will be key to your success as a leader. Let me give you a better picture of this principle by looking at three areas: status quo, authority, and people.

Status Quo
Leaders seek to change and improve the status quo through envisioning the future. Leaders look at the long-term possibilities and objectives seeking to adapt and innovate. They are not known for doing things the “same old way.” Instead of “doing things right,” they “do the right things.” They are focused on making significant changes and are often innovative in the way they implement those changes. Leaders operate in “tomorrow” and in the renewal of ideas, values, and organizations. They are visionary change agents.

Managers seek to maintain standards. They operate in “today” by seeking to make it “work right.” They work with the day-to-day operations and distributions of resources hoping to become efficient and better control systems, procedures, and policies. They look to tomorrow often only to make sure they are meeting pre-defined goals. They are controllers who implement ideas.

Authority
Leader’s authority – if given to them by collaborators – stems from influence. You influence others via your knowledge, skills, character, abilities, personality, and relationship with them. If others deem you worthy and credible, they will grant you authority and, hopefully, respect and collaboration. Leaders’ authority is maintained through transformational influence – the empowerment of collaborators.

Managers’ authority, on the other hand, rests in contractual agreements and formal hierarchically arranged positions. Managers’ authority is granted by their position and the power it ascribes them. Managers maintain authority through transactional influence – rewards and sanctions that result in compliance.

People
Leaders and managers are further differentiated by the way they work with their people. Leaders work with collaborators in pursuit of mutual purposes. They seek to help their people grow stronger through allowing flexibility, creativity, and innovation. They inspire their people and raise them to “higher standards of motivation and morality,” as James McGregor Burns put it. They coach, mentor, and counsel collaborators in hopes of serving them and a greater vision. They form close relationships with their collaborators and are caregivers. In other words, they earn their collaborators trust and commitment.

Managers work with subordinates in pursuit of top-down purposes. They seek to help their organization work in the present through controlling work efforts in standardized ways. They direct their people and occasionally raise them to higher performance against pre-set benchmarks. They mentor subordinates in hopes of managing their performance. They distance themselves from subordinates in order to not “cross the lines” of work and personal lives so they can be caretakers. Managers are assigned their subordinates.

With these broad generalizations and distinctions in mind, you must see that leadership is not one person directing others or doing something to others so they do what he wants them to do. That is management, headship, coercion, authority wielding. Leadership is based on influence and the pursuit of mutual purposes. This principle requires you to move away from the desire to direct, control, and manipulate towards influential acts of encouragement, empowerment, support, facilitation, and service.

Principle 3:  Leadership is Rooted in Service
The Dalai Lama has said, “If you seek enlightenment for yourself simply to enhance yourself and your position, you miss the purpose; if you seek enlightenment for yourself to enable you to serve others, you are with purpose.” More than any other leadership theorist, Robert Greenleaf helped us understand that leadership is all about service. Servant-leadership puts others first – collaborators, employees, customers, community – in hopes of promoting a sense of community and shared power in decision making. Greenleaf wrote:

It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. The difference manifests itself in the care taken by the servant – first to make sure that other people’s highest priority needs are served. The best test is: Do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?

Read that last part again: Do those served grow, become healthier, wiser, freer, more autonomous, and more likely themselves to become servants? This is a reminder to us as leaders what our duties entail. We must ask, consistently “How can I serve you to make you stronger and more likely to be a servant?” This is the human side of service.

There is also a “vision side” of service. As leaders, we serve a higher purpose, a greater cause, a larger vision. Think of the great leaders of history and you immediately think of their service to a larger vision: George Washington and democracy; Martin Luther King, Jr. and civil rights; Mother Theresa and service to the world’s needy; Carl Sagan and little kids running around everywhere excited about science.  As students, if we approach leadership from the aspect of serving others and a higher vision, we are with purpose.

These three principles lay the foundation for every good definition of leadership I have ever seen and lie in the belief systems of every leader I have ever coached. We can use them in our everyday interactions with collaborators to reach higher levels of motivation, performance, and service. I urge you to consider them. I beg you to practice them. For in the end, these three principles can help us realize the worldwide benefits of leadership and service to our homes, workplaces, and greater communities as navigate this “dangerous passage of history.”

About the Author
Brendon Burchard is author of The Student Leadership Guide (www.TheStudentLeadershipGuide.com) and a popular speaker and coach on leadership, relationships, and personal development. He is also a human performance consultant whose clients have included JC Penney, eBay, Best Buy, and Nordstroms. Learn more at www.discoverthelight.com or email Brendon@discoverthelight.com.

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