A Grateful IT Leader

It has often been said that we behave as we believe. Our beliefs are more powerful than the policies and rules of others and are more compelling than the lure of any reward or the threat of any punishment.Our beliefs rule supreme over all voices in our life. And our actions as leaders flow directly from what we believe – about ourselves, other people, business and commerce, problem-solving, technology, and much, much more. Finally, as a leader, our beliefs dramatically shape the culture of our teams.

I propose here one foundational belief that has great impact on our leadership performance. This belief is, “As a leader, I should be very, very grateful.”

Are you a grateful leader? We know that leaders must be capable, visionary, and even transformational. But I hope to quickly convince you that if you are a leader, it should be easy for you to be grateful, and that being grateful benefits others beyond just you.

Here are some reasons why all leaders should be very grateful people:

Our Mandate

• We are trusted with strategy, decision making, technology, operations, projects, employees, suppliers, contracts, budgets, processes, and much, much more. Leadership is an immense, complicated and expansive mandate. What trust others have in us! What an amazing vote of confidence!
  
  
• Within our mandate, there is ample opportunity to have our leadership beliefs tested in the daunting crucible of the workplace. The leadership mandate will ultimately teach you what you truly believe.
  
  
• As leaders, we are watched constantly by everyone. Handled well, this scrutiny keeps us honest, and encourages our growth in leadership consistency and principles-based leadership. This also gives us many opportunities to express our gratitude to others.
  
  

Our Problems

• People constantly bring their problems to us to solve: strategic desires, tactical problems, people issues, and on and on. Could there be any better way for your customers, your employees, your peers, and your boss to demonstrate that they believe in you? And what is more meaningful in the workplace than helping people solve their problems?
  
  
• Helen Keller once wrote, “Life is either a daring adventure or nothing” (The Open Door). Many of our problems are very difficult. And yet, accomplishing difficult things becomes even sweeter when the path to success is not obvious, and our teams succeed nonetheless.
  
  
• Sometimes the best results happen despite our own lack of foresight, limited ability, or weak tactics when addressing a problem. Be grateful!
  
  

Our Organizations

• We lead amazingly talented people who demonstrate tremendous commitment to successfully serving others. A leader is in a great position to witness every day how a committed team overcomes individual weaknesses to deliver powerful overall results.
  
  
• Our teams demonstrate a wonderful capacity to forgive our leadership mistakes and still allow us to lead them on to the next challenge. And in the midst of this, when we listen to them, our teams provide us with the feedback we need to then effectively grow as leaders.
  
  
• We have many opportunities to coach others to success and to see our investment in them pay off.  How incredible that a critical part of our leadership role is to support the journey of our team members toward their full potential (yes, we get paid for this!)
  
  
• We have the authority to make meaningful changes for our teams. Everything from broad policy and practice to providing that hard-working employee with an extra day off at a time when he or she really needs it.
  
  

Our Personal Growth

• No leader was born a leader. As leaders, there are many people who have invested a significant portion of their lives into our life along the way, and we would not be here without them.
  
  
• We have the consistent opportunity to be stretched and grow, no matter how long we have been a leader. In fact, all leadership roles are always slightly unclear, being reinvented as you go. So then, leadership can stretch anyone to their absolute fullest potential.
  
  

So as you can see, leaders have many reasons to be grateful.

Now consider that a grateful leader, armed with this healthy perspective, is more likely to have a healthy organization. Much could be said here, but let me focus on a single example. A grateful leader is more likely to respect and appreciate their employees, customers, peers, superiors and suppliers. This respect and appreciation results in trust, which bolsters team collaboration, which sets the foundation for innovation. And a team with a deeply trusting, collaborative and innovative culture can accomplish just about anything!

Are you a grateful leader?  If so, I would love to know why! Please add your your thoughts regarding grateful leadership in the Comments section.