In this YouTube video, we examine Frank Herbert’s Dune as it is a sophisticated study of leadership, power, and influence, offering insight into how leaders rise, rule, and fall.

Dune by Frank Herbert – A Study in Leadership

Through a cast of complex male and female characters, Dune explores a wide range of leadership styles and theories, many of which align closely with modern leadership models. Herbert does not present leadership as inherently good or bad. Instead, he shows how different approaches to leadership can inspire loyalty, create stability, or unleash devastating consequences.

If you want to find out more, check out the accompanying article using this link:

https://therightquestions.co/leadership-styles-models-in-dune/.

Stephen R. Covey, renowned author of The 7 Habits of Highly Effective People, introduced the concept of the circle of influence. This has developed into three key circles that shape our responses to life’s challenges: the Circle of Concern, the Circle of Influence, and the Circle of Control. Understanding these circles helps individuals focus on what they can control, fostering a proactive mindset while reducing stress and frustration.

In this article, we will explore Covey’s three circles, their differences, and how applying this principle can transform your leadership in your personal and professional life.

Understanding the Three Circles: Concern, Influence, and Control

1. The Circle of Control

At the core of the three circles lies the Circle of Control. This is the smallest yet most powerful circle because it consists of the things we have total control over, such as our mindset, attitudes, choices, and responses to situations. By focusing on this innermost circle, we gain the power to shape our reactions, which in turn helps expand our Circle of influence over time.

2. The Circle of Influence

The Circle of Influence sits between the areas of control and concern. It comprises the areas where we can directly make an impact. This includes our thoughts, actions, habits, relationships, and immediate environment. By focusing on this circle, individuals adopt a proactive approach to life, making meaningful changes and increasing their overall effectiveness.

3. The Circle of Concern

The Circle of Concern is the outer of the three circles and includes all the things we care about but cannot directly control. These may include global issues like climate change, political situations, economic downturns, or even personal concerns such as other people’s opinions, unexpected life events, or past mistakes. Spending excessive time and energy worrying about things in this circle leads to stress, negativity, and a reactive mindset.

 

The Importance of Focusing on the Circle of Control and Influence

There are several reasons why it is important to focus on what we can control and influence, rather than what we cannot, for example:

Reduces Stress and Anxiety

Worrying about things we cannot control leads to frustration, fear and stress. By focusing on our Circle of Control and Circle of Influence, we shift our mindset to constructive action rather than helplessness.

Enhances Productivity

Time and energy are valuable resources. Investing them in things we can change ensures better results and greater satisfaction.

Strengthens Relationships

When we focus on how we interact with others rather than trying to control their actions, we build stronger, healthier relationships.

Develops Leadership Skills

Effective leaders focus on their ability to influence and inspire, rather than dwelling on obstacles they cannot control.

Encourages a Growth Mindset

By proactively addressing challenges, we cultivate a mindset that sees opportunities instead of limitations.

How to Expand Your Circle of Influence and Control

Expanding your Circle of Influence requires intentional effort and mindset shifts. Here are some practical strategies:

1. Shift from a Reactive to a Proactive Mindset

Reactive individuals focus on their Circle of Concern, feeling victimised by circumstances. Proactive individuals, on the other hand, take responsibility for their actions, focusing on what they can do to improve situations. For example:

• Instead of blaming traffic for being late, they plan ahead.
• Instead of worrying about company layoffs, they focus on upskilling to stay valuable and employable.

2. Improve Communication and Relationships

Since relationships are a significant part of our lives, improving how we communicate can expand our influence. For instance, you can:

• Practice active listening to understand others better.
• Express your thoughts with clarity and empathy.
• Choose responses that encourage cooperation rather than conflict.

3. Take Ownership of Your Actions

People who take responsibility for their actions naturally develop a stronger Circle of Control, which then strengthens their Circle of Influence. This means:

• Admitting mistakes and learning from failures.
• Committing to personal growth and continuous learning.
• Leading by example rather than waiting for change to happen.

4. Focus on Small Wins

Building influence and control takes time. Start with small, achievable goals that contribute to larger improvements:

• Improve personal habits like sleeping well or eating healthier.
• Develop in-demand skills that enhance your career prospects.
• Create a positive work environment and build trust by encouraging team members.

5. Surround Yourself with Positive Influences

Your environment plays a critical role in shaping your Circle of Influence. Choose to be around people who uplift and inspire you:

• Engage with mentors or coaches who challenge you to grow.
• Limit time spent with negative influences (including time with things that create negative comparisons such as social media).
• Participate in relationships and communities that align with your values and personal goals.

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Real-Life Applications of the Three Circles

1. Workplace Success

Employees who focus on their Circle of Control—such as their skills, attitude, and work ethic—are more likely to expand their Circle of Influence and succeed, rather than complain about office politics or external challenges.

2. Personal Development

Those who commit to improving their habits and mindset rather than dwelling on past failures tend to achieve more in life. By focusing on self-improvement within their Circle of Control, they gradually influence their surroundings.

3. Leadership & Influence

Great leaders expand their Circle of Influence by taking responsibility, solving problems, and empowering others rather than blaming external circumstances. They focus on their Circle of Control, making conscious choices that impact the broader system.

4. Relationships & Social Impact

When individuals focus on their Circle of Control, such as how they respond to others, they foster stronger, more meaningful relationships. Over time, this expands their Circle of Influence and allows them to make a greater positive impact in their communities.

Remember Your Circles of Control, Influence and Concern

Stephen Covey’s circles, including the Circle of Concern, Circle of Influence, and Circle of Control, offer a transformative framework for focusing on what truly matters. By shifting our mindset from a reactive to a proactive approach, we can reduce stress, improve relationships, and increase our effectiveness in all areas of life. As Covey puts it,

“At the very heart of our Circle of Influence is our ability to make and keep commitments and promises. The commitments we make to ourselves and to others, and our integrity to those commitments, is the essence and clearest manifestation of our proactivity.” – Stephen R. Covey

By applying these principles, you can take control of your personal and professional growth, expanding your influence over time. Instead of worrying about things outside your control, focus on your actions, attitude, and impact, and watch how your Circle of Control strengthens, leading to a wider Circle of Influence and a reduced Circle of Concern.

If you would like to explore other ways to increase your influence, then check out:

The Best Books on Influence, Persuasion and Negotiation

In any organization, leadership is not just about managing teams or making executive decisions; it’s also about influencing stakeholders and leading up. That is true even more so when you are working alone or have no team to delegate to.

“Leading up” refers to the ability to influence those above you, either in a formal organizational hierarchy, or in more general business and life interactions. Whether it’s your direct manager, a client, a recruiter, or just someone more influential than you, being able to lead up is essential.

Mastering this skill is crucial for career growth, business development, and driving organizational success. This article explores the importance of leading up, strategies to influence stakeholders, and best practices for establishing credibility and trust.

What Does It Mean to Lead Up?

Leading up is about proactively contributing to decision-making, providing valuable insights, and positively influencing the direction of an organization, even when you are not in a formal leadership position. It involves understanding your stakeholder or leaders’ goals, priorities, and challenges and aligning your contributions to support them effectively.

Being able to lead up successfully means earning trust, communicating effectively, and positioning yourself as a strategic partner who adds value to their organisation.

The Importance of Leading Up and Influencing Stakeholders

Here are some reasons why leading up is so important:

1. Career Growth and Professional Development

Demonstrating leadership beyond your job role or title can help you gain recognition, promotions, and new opportunities. Leaders appreciate employees who take the initiative and contribute to broader organisational goals. External stakeholders want proactive partners who can help them solve problems, so helping is the best way to get more business.

2. Enhanced Decision-Making

Influencing stakeholders ensures that your insights, expertise, and recommendations are considered in decision-making processes. This can lead to better strategic decisions and improved outcomes for the organisation.

I have been in various roles where stakeholder engagement has been vital to ensuring effective decision-making. It takes time to build relationships and align others to a shared direction. For example, in these sorts of situations, I will invest a lot of time with individual decision-makers before going into a group setting where the choice is expected to be made.

3. Improved Relationships with Senior Leaders

Building trust and rapport with higher-ups fosters a collaborative work environment. Strong relationships with key stakeholders can also provide mentorship and open doors to career advancement.

Generally, the people up the chain are just like you, just with a bit more experience or particular skills. The best senior leaders and stakeholders encourage input and challenge from their team. It is increasingly common to have reverse coaching and mentoring in place where a senior person will actively seek the perspective of someone in a lower position.

4. Driving Organisational Change

Many employees have great ideas but struggle to get buy-in from decision-makers. Leading up effectively can help you drive change, secure resources, and implement innovative solutions.

One of my favourite examples of this was David Sterling, founder of the Special Air Service (SAS) in World War Two. He hopped his way into a military HQ on crutches, dodged staff and barged into a General’s office to get his idea across. It was a highly risky strategy but one that paid off, as in this case, he was demonstrating just the sort of daring that his team was going to be known for. As a result, he was permitted to form the SAS.

Strategies for Leading Up and Influencing Stakeholders

1. Understand Your Leaders’ Priorities and Challenges

To influence decision-makers, you need to understand what matters most to them. Research their goals, objectives, and key performance indicators (KPIs) to tailor your communication and contributions accordingly.

• Study company reports, strategy documents, and meeting notes.
• Ask insightful questions to understand their biggest challenges.
• Align your work with their key initiatives to demonstrate value.

2. Communicate Effectively and with Confidence

Senior leaders are often pressed for time, so clear, concise, and compelling communication is essential.

• Use data-driven insights to support your recommendations.
• Present ideas with clarity and confidence.
• Adapt your communication style based on the stakeholder’s preferences (e.g., some leaders prefer high-level summaries, while others want detailed reports).

3. Develop a Strategic Mindset

Thinking strategically means considering the bigger picture and aligning your ideas with long-term business objectives.

• Always connect your proposals to broader company goals.
• Identify risks and opportunities before presenting an idea.
• Showcase how your suggestions can improve efficiency, revenue, or customer satisfaction.

4. Build Credibility and Trust

Credibility is key to influencing stakeholders. If leaders trust your judgment and expertise, they will be more likely to consider your ideas.

• Deliver high-quality work consistently.
• Follow through on commitments and deadlines.
• Stay informed about industry trends and business developments.

5. Be Proactive and Solution-Oriented

Instead of simply pointing out problems, come prepared with potential solutions. Senior leaders value employees who take initiative and provide actionable recommendations.

• Identify issues before they escalate.
• Present well-thought-out solutions backed by data.
• Offer to take ownership of implementing solutions where possible.

6. Manage Up Effectively

Managing up involves making your manager’s job easier while ensuring that your contributions align with their expectations.

• Anticipate your manager’s needs and provide support before they ask.
• Keep them informed without overwhelming them with unnecessary details.
• Offer insights that help them make informed decisions.

7. Leverage Emotional Intelligence (EQ)

Emotional intelligence is a crucial factor in influencing others and building strong professional relationships.

• Practice active listening to understand different perspectives.
• Be empathetic and recognize the challenges senior leaders face.
• Adapt your approach based on the personalities and preferences of key stakeholders.

8. Foster a Collaborative Approach

Building alliances with other teams and departments can strengthen your influence.

• Engage cross-functional teams to support your initiatives.
• Collaborate with peers to present unified recommendations.
• Position yourself as a team player rather than an individual contributor.

9. Use Storytelling to Make an Impact

Data is essential, but storytelling can make your message more compelling and memorable.

• Share success stories that highlight the impact of your ideas.
• Use real-world examples to illustrate your points.
• Frame recommendations in a way that resonates emotionally with stakeholders.

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Best Practices for Sustained Influence

1. Be Patient and Persistent

Influencing senior stakeholders doesn’t happen overnight. It takes time to build trust and credibility.

• Keep presenting valuable insights consistently.
• Accept feedback and refine your approach accordingly.
• Demonstrate resilience and adaptability in the face of setbacks.

2. Stay Adaptable and Open to Feedback

Senior leaders appreciate employees who can adjust their approach and improve based on constructive feedback.

• Seek feedback from managers and colleagues on how to improve your influence.
• Be willing to pivot strategies if necessary.
• Show a willingness to learn and grow professionally.

3. Maintain Professionalism and Composure

Handling high-pressure situations with professionalism enhances your reputation as a reliable and composed team member.

• Stay calm and solution-focused during challenging conversations.
• Avoid emotional reactions and focus on facts.
• Demonstrate leadership through your behavior and attitude.

4. Follow Up and Show Impact

Stakeholders are more likely to support your ideas if they see tangible results.

• Track and measure the impact of implemented ideas.
• Share progress updates and successes with key stakeholders.
• Reinforce the value of your contributions through data and testimonials.

Mastering the Art of Leading Up

Leading up and influencing stakeholders is a vital skill that can accelerate your career, enhance decision-making, and drive meaningful change within an organization. By understanding leaders’ priorities, communicating effectively, building credibility, and adopting a strategic mindset, you can position yourself as a trusted advisor and thought leader. Whether you’re a working alone and managing clients, or an entry-level employee looking to make an impact with senior leaders, mastering the art of influence will set you apart and create new opportunities for growth and success.

How do you stand out in the workplace? What core competencies must you have to be successful in business? Work in all sectors is increasingly dynamic, and in order to succeed, employees must have the ability to deal with complexity, identify critical information, make sound decisions, and collaborate effectively with people both inside and outside their immediate environment. The problem is, many people lack the skills that employers need to achieve their goals.

CEB, a member-based advisory company based in the US, has recently published research looking into this challenge and the results are of vital importance to employers and employees alike. As a consultant friend of mine noted ‘this is gold dust!’ If you are wanting to be hired or looking to hire people then you should be thinking about this list of core competencies.

But before the list, here is Conrad Schmidt, global research officer for CEB, who frames the problem in this way:

“Employees today have more ambiguous objectives and are working with larger groups of stakeholders, making both flexibility and the ability to collaborate ‘must-have’ competencies for companies seeking higher levels of performance. Important business decisions are also being made lower in the organization, putting an even higher premium on good judgment. Building the next generation of high-performers will require organizations to cultivate these skills within their employee base and to be keenly aware of the dramatic shifts occurring in today’s work environment.”

What are the top 10 competencies?

CEB looked at the performance of over 20,000 workers from across the globe, incorporating data gathered from more than 40 different organisations. The conclusion of the study was that there are 10 competencies that, when exhibited together, identify someone as a high performer. The core competencies are:

1. Ability to Prioritize
2. Works well in teams
3. Organizational Awareness
4. Effective Problem Solving
5. Self-Awareness
6. Proactivity
7. Ability to Influence
8. Effective Decision Making
9. Learning Agility
10. Technical savvy

How can you develop the essential competencies?

The Right Questions is a framework that can be used as a tool to address these core competencies.  If you are seeking to improve in one of these areas then coaching can be a highly effective way to help you develop in these key areas.

Coaching, when done well, supports a client in achieving a specific personal or professional goal generally through facilitation of thinking.  This creates an environment of learning for the coachee.

Coaching can be described as:

Unlocking people’s potential to maximise their own performance. (Whitmore 2009: 11)

Or

The art of facilitating the performance, learning and development of another. (Downey, 2003:21)

Research has confirmed that one-to-one coaching is the most effective and satisfying way to help people achieve their goals.  This is compared to group coaching, teaching or self-coaching (Losch et al; 2016).

If you would like to find out more about coaching and how to find a coach then please do email me via our contact page.

Also, you might be interested in The Quest, which is an online virtual coaching course which leads on you a journey of self-discovery, improvement and success. Just sign up using the link below to try the first module for free:

Leadership Development: Master the Top Leadership and Life Skills

Better lead in life and work to maximise your success. Sign up and access materials for free!

References

• Whitmore, J (2009) Coaching for Performance: GROWing Human Potential and Purpose: The Principles and Practice of Coaching and Leadership, 4^th London: Nicholas Brealey.
• Downey, M (2003) Effective Coaching: Lessons from the Coach’s Coach, 2^nd London: Texere.
• Echart, S (2013) CEB Executive Guidance 2013, https://news.cebglobal.com/2012-12-20-CEB-Identifies-Anatomy-of-the-New-High-Performer
• Losch, S; Traut-Mattausch, E; Mulberger, M D; Jonas, E (2016) Comparing the Effectiveness of Individual Coaching, Self-Coaching, and Group Training: How Leadership Makes the Difference. Frontiers in Psychology, 7, pp.629

I love devouring books in the holiday season and I always carefully consider the books I purchase or ask for as gifts. Here are my top recommendations for leadership and management books. There are some old titles and some new ones, but they are all indispensable reads and should inform and inspire you.

1. The 7 Habits of Highly Effective People – Stephen R. Covey

This was one of the first leadership and management books I ever read and since that first encounter, I have not stopped going back to it. Full of practical wisdom, the book takes you on a journey; setting a foundation that helps you win at a personal level before providing you with the tools you need to flourish as a leader. If you have not read this book yet then redeem yourself this Christmas and get a copy!
The 7 Habits of Highly Effective People – UK
The 7 Habits of Highly Effective People – US

2. Good to Great: Why Some Companies Make the Leap and Others Don’t – Jim Collins

Jim Collins has become one of the most influential voices in organisational development over the past decade. This prequel to his other famous book, Built to Last, applies a scientific approach to identifying what makes a company successful, including what is needed of the people who lead such organisations. The book is challenging and inspiring in equal measure.
Good To Great: Why Some Companies Make the Leap… and Others Don’t – UK
Good to Great: Why Some Companies Make the Leap… and Others Don’t – US

3. The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You – John C. Maxwell

John C. Maxwell is a prolific writer and there are several excellent books that I could list here but this is perhaps his classic work. His straightforward can-do approach to leadership is very appealing and his simple definition of leadership as ‘influence’ demonstrates that we are all leaders at some level and therefore should seek to develop our character and hone our skills to become the best leaders we can be.
21 Irrefutable Laws of Leadership – UK
The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You – US

4. Influence: The Psychology of Persuasion – Robert B. Cialdini

Compelling and persuasive in its own right, Robert Cialdini’s famous work is a touchstone for people in marketing but considering Maxwell’s definition of leadership (that leadership is influence) this book is essential reading for every leader and manager. I guarantee that it will change the way you communicate and you will never see a sales pitch in the same way again!
Influence: The Psychology of Persuasion – UK
Influence: The Psychology of Persuasion (Collins Business Essentials) – US

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5. The Decision Book: Fifty Models for Strategic Thinking – Mikael Krogerus and Roman Tschäppeler

This fantastic resource was a new purchase for me in 2012. The book may fit in your pocket but don’t let that fool you, it is a veritable treasure trove. It is made all the more attractive because the material is presented in simple, easy to access chunks so you can work your way through or just dip in whenever you need. Whether you decide to stash the book in your top drawer at work or keep it on your bedside table, make sure it is close to hand for when you want inspiration.
The Decision Book: Fifty Models for Strategic Thinking – UK
The Decision Book: 50 Models for Strategic Thinking – US

6. Making It All Work: Winning at the Game of Work and the Business of Life – David Allen

David Allen, the bestselling author of Getting Things Done, and an expert in achieving work-life balance, wrote this book. I have just been given a copy and it comes with high recommendations so I will be reading it over Christmas. I look forward to reviewing it fully when I am finished and discussing it in the New Year!
Making It All Work: Winning at the game of work and the business of life – UK
Making It All Work: Winning at the Game of Work and Business of Life – US

How do you influence others? What make makes someone persuasive? Which skills do you need for effective negotiation?

You may not think that these questions are that important to you but consider: how many times today have you had to communicate with someone? Chances are in each of these interactions you have had to put a point across, ask someone to do something or come to an agreement on something. Simply put, this is influence, persuasion and negotiation. All three are key building blocks of effective communication.

Influencing, persuading and negotiating are therefore essential skills for everyone — not just for those in the sales, marketing or business development teams. By the way, if you are a job seeker, business owner, freelancer or self-employed you are the sales, marketing and business development team, whether you know it or not!

And this is certainly not just about the corporate sector. Whether you are an writer, actor, teacher, parent, scientist, coder, law-enforcement officer or working in the charitable sector, knowing more about influence and persuasion will make you more effective at what you do.

If you are a leader then you definitely need to hone your skills in this area. As the leadership expert John C Maxwell said:

“Leadership is not about titles, positions or flowcharts. It is about one life influencing another.”

And, by that definition we are all leaders at some level, even if we don’t hold specific leadership responsibility.

I have picked the resources that I have found most helpful, particularly in my capacity as a leadership coach. Most of these titles are already very popular and you may be familiar with some but I hope there is at least one new title or perspective you can find in the list below. Enjoy!

1. Influence: The Psychology of Persuasion by Robert B Cialdini

Want to read one book on influencing and persuading people? Start here. Influence is the classic work on persuasion by Robert Cialdini. Pretty much every other book or expert on the subject of psychology, sales and communication makes reference to Cialdini. Make yourself an expert too!

Getting to Yes: Negotiating Agreement Without Giving In by Roger Fisher and William Ury

Do you want to improve your negotiation skills? Another seminal work, Getting to Yes is all about the art of negotiation. What sets this book aside is the concept of using empathy as a starting point and aiming for ‘win-win’ rather than ‘win-lose’ outcomes. In other words, reaching an agreement that is to the benefit to all parties, rather than the traditional dynamic (particularly in sales) where one side of the negotiations is left worse off.

The 7 Habits of Highly Effective People by Stephen R Covey

Has anyone not heard of this book? If you haven’t then you are missing a treat. For starters, it was Stephen Covey who took the concept of ‘win-win’ and moved it into modern management parlance by applying it beyond just negotiations and adopting it as a habit (the fourth habit: think ‘win-win’) for all our interactions with people. The 7 Habits of Highly Effective People is probably the most popular business and self-help book of all time and — even after 30 years since first being published- it remains as relevant as ever. I keep going back to this book, it is a fantastic resource, so get one if you don’t have it already.

Time to Think: Listening to Ignite the Human Mind by Nancy Kline

Do you think you are good at listening? Don’t assume so until you have read this. Active or empathetic listening is a critical skill and vital if you want to be effective in influencing a persuading people. In Time to Think Nancy Kline develops the concept of creating a ‘Thinking Environment’ and gives practical approaches and tips on truly effective listening. Her work and research have shown how this is foundational to quality thought, creativity and communication.

The Art of Strategy: A Game Theorist’s Guide to Success in Business and Life by Avinash K Dixit and Barry J Nalebuff

Scared by the concept of mathematical models? Don’t be! The Art of Strategy is an accessible introduction to Game Theory, the mathematical models and strategic psychology behind decision-making. The popular terms ‘win-win’ and ‘win-lose’ (already mentioned above) are from Game Theory and this book explores many of the common terms, aspects and models of the field (such as The Prisoners’ Dilemma) that you are probably aware of but have not considered how you could apply. The Art of Strategy gives just enough theory, layered with examples, to allow a common sense application of this fascinating science of decision making.

Nudge: Improving Decisions About Health, Wellness and Happiness by Richard H Thaler and Cass R Sunstein

Want to help people make better choices? Nudge is all about just that. Thaler and Sunstein take the art of influence onto the grand scale and explore what it takes to persuade and move large masses of people towards healthier and more productive lifestyles. Behavioural science has never been more interesting or accessible than in Nudge. Nudge has been hugely influential and is another must-read, particularly for policymakers and anyone involved in mass communications.

Made to Stick: Why Some Ideas Take Hold and Others Come Unstuck by Chip Heath and Dan Heath

Why do some ideas take hold more than others? To answer this question, Chip and Dan Heath have studied information hooks and the essence of what makes messages persistent. Made to Stick is fascinating and will change the way you pitch your next idea or even draft your next email. It is an invaluable resource for learning how to be concise, effective and ‘sticky’ with your communications.

Rapport: The Four Ways to Read People by Emily Alison and Laurence Alison

Want to know how to deal with difficult people? Wondering how to quickly build trust and effective communication? Then read Rapport by Emily and Laurence Alison. Emily and Laurence are experts in forensic psychology who have spent more than 30 years studying rapport building under the most challenging circumstances; namely through investigating the interrogation of terrorists and how (without torture) interrogators were able to establish trust with and gain information from their subjects. A fascinating read with lots of practical applications to everyday communications and building relationships.

To Sell is Human by Daniel H Pink

What do you think when you hear the term salesperson? Do you picture yourself? Probably not, but To Sell is Human may well challenge your thinking. Dan Pink writes accessibly and this short tome brings together much of the subject matter in the field of persuasion, influence and negotiation (including many of the books above) and is therefore a good way into the subject area. Dan Pink also helps to de-bunk the popular negative stereotype of sales and salespeople and challenges more traditional sales practices. Therefore this is the sales book for all those (such as me) who hate the idea of the hard sell!

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Leadership Defined: To Be or To Do? That is The Question

Here is a challenging thought: what if there are no leaders, just acts of leadership?

We often think about leadership as a role, but maybe this designation misses out on large aspects of what leadership really is.

It makes us question how we define a leader. What is leadership? Is it an identity, a measure of influence or the impact we have?

Leadership as identity

So what? What if there is no such thing as a leader?

The first time I heard this, everything inside cried out no! There was a rebellion at the very idea. After all, I am a leader. And if I am not a leader, what am I?

And in some ways, that’s the point.

As leaders, the threat of losing our role, position or title can be discomforting. So much of our identity is tied up with the names we give ourselves. We make the mistake of measuring our self-worth by our position and power.

Thinking about leadership not as who we are, but rather as what we do and how we do it is a releasing concept, as it empowers us all. We can all be leaders in this sense, no matter how many people are following us when we look over our shoulder.

So, don’t worry about the official number of people that you directly manage, or at least don’t make that your primary measure.

Anyway, if you are a pioneer, you may not have any people follow you immediately. Equally, in your situation, you may be on your own and just be leading yourself. That is not a problem. Leading yourself effectively is foundational to leading others well.

Leadership defined: Leadership is influence

My favourite definition of leadership, one that comes from leadership expert John C. Maxwell, is simply that it is influence. I like it because it is simple and is one of the few definitions that can encompass the many and various manifestations of leadership, be that leading teams, self-leadership, thought leadership, and so on.

Influence is related to power; the terms are almost synonymous, but power tends to lead to negative connotations. Power conjures up the idea of hierarchies, the haves and have-nots, of abuses of power, or powerlessness.

What matters is what you do and how you do it. Whatever your measure of influence, use it well. Take responsibility for your actions and make a positive impact.

Leadership is impact

Why are leadership acts more important than roles? Because leadership is impact. It is the difference you make to people and to the world.

This impact is manifest in various spheres for example:

• Self or an individual
• A team, or community
• In a larger organisation, network, or society

We all have some level of influence in these different spheres. What you do with that influence is more important than how much power you think you have.

So, we need to ask ourselves: what is the impact we want to have on the people we interact with? What difference do we want to make in the world? Once we have answered that question we can look at how to improve our leadership skills and effectiveness in order to maximise our impact.

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Leadership is…

It is hard to get away from leadership being part of our identity. We have language, we name things, to help us make sense of the world. We also have a role to play in every situation, every team and tribe that we belong to. We might well be that leader.

But let us not mix up titles with worth. Being a leader is about influence, about how we can create change in the world. The way we choose to use our influence defines the nature and measure of the impact that we have. That impact is our legacy as leaders, and that is what will matter, hopefully, way beyond the time we cling on to any title we might have.

So, it may be that there are both leaders and acts of leadership, but perhaps we should judge the former on the latter.

If you do not understand the true meaning of power, then you could be undermining your success. Studies show that you could well be wrong about the concept of power. Answer these two questions and you will see:

1. Do you think you are powerful?
2. If you had more power, would you use it well?

Hold that thought and read on. Whether you are thinking correctly about power is largely dependent upon the answers to these two questions.

You are likely to have answered no to the first question. To the second question you are likely to have answered yes. If so, then evidence suggests that you are probably wrong on both counts.

Do you think you are powerful?

Before we decide if we are actually powerful or not let’s just confirm what we are talking about. Power can be defined as:

“the capacity or ability to direct or influence the behaviour of others or the course of events”

This definition is important to remember. We may not feel powerful, but we all have the ability to influence others and our situation. The problem is we often think of power in terms of what we don’t have rather than what we do have. We think we could change things if we had a little more. A little more power, a little more money, a little more seniority at work.

The reality is that we actually just need to get better using what we already have. As Mother Teresa puts it:

“Not all of us can do great things. But we can do small things with great love.”

Mother Teresa

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What would it be like to be powerful?

When you hear the word ‘leader’ what picture first comes to mind?

Studies has shown that it is very likely you will imagine someone in control, telling people what to do. It is also likely that you are picturing a man rather than a woman (Badura, Grijalva).

If you are picturing a man, it is also likely that you picture someone who is dominating their situation (Bartol), coercing others through force – be that physical or psychological. This is due to the negative stereotypes of power in our culture.

It is strange that these stereotypes are so pervasive, even today. We all know there is a problem with having too much power. As Baron Acton puts it:

“Power tends to corrupt, and absolute power corrupts absolutely. Great men are almost always bad men…”

John Dalberg-Acton

The corrupting influence of power

But then we hit another problem. We would all like to think that we would not do the same, that we would not be corrupted by power. Unfortunately, the evidence is against us.

Many famous studies have shown that we are all susceptible, no matter what our age, colour or creed. Jane Elliot did an experiment in 1968 to show the dangers of race discrimination with her class, giving preferential treatment to children based on the colour of their eyes. Brown-eyed and blue-eyed children took in in turn to rule over their peers. Negative behaviours were quick to set in. Children started to discriminate against classmates who had been friends just moments before.

In the equally famous university study, the Stanford Prison Experiment, students played either prison officers or prisoners. The experiment had to be abandoned after just six days. Those assigned as guards started to lose their empathy. The guards started to use force and subjected the assigned inmates to psychological torture. It was amazing how quickly intelligent, idealistic students lost their moral compass.

There are many more such experiments, as well as real life horror stories such as Abu Ghraib, that should serve as a warning to us all. None of us are immune from the potential abuses of power.

I can also speak to this from personal experience.

The Tiny Tyrant and My Part in His Downfall

The Author as a Cub Scout

Don’t be fooled by the smile, this is the face of a tiny tyrant. How do I know? Because it was me. This was me early on in my leadership journey and I did not make a good start, as we shall see.

Despite not being the ‘Great Man’ or born to leadership (see my previous post), my early leadership attempts were shaped by the notion of a leader who needs to control and dominate those around him. What I wanted was:

“the ability to impress the will of the leader (me) on those led and induce obedience, respect, loyalty, and cooperation”

B V Moore

One of the first official leadership roles I was given was around the age of 10 when I was made a ‘Sixer’ in Cub Scouts. This meant I was the leader of six other (unfortunate) children aged 8-10. Much to my shame, I thought that my power should reside in respect for my position, backed up with the threat of force to keep my team in line. First point to note: I was a skinny child who struggled to stand up in a strong wind at that age, so this did not come naturally.

One of my responsibilities was to organise my team and get them on parade in order to have our kit inspected at the beginning of an evening. To do this I would threaten to karate kick anyone who would step out of line. Second point to note: I didn’t know karate as much as I didn’t know how to lead.

Cub Scouts have got it right

At this point, as I sit here in my embarrassment, let me make this public apology to all who had to suffer under my short and ineffective reign as a tiny tyrant. At that point I failed to uphold the law of the Cub Scout, a law that could serve us well in all walks of life:

“Cub Scouts always do their best, think of others before themselves. and do a good turn every day”

Scouting UK

What I was doing aged 10, was leveraging the tiny role I had, and what little physical advantage I could muster, to ensure compliance. This was mainly born out of my own weakness and fear. It was – and still is – a counterproductive way to lead.

The Cub Scout motto holds a deeper truth. The appropriate use of whatever power we have is having a positive influence on others and the world.

Don’t be a control freak

Unfortunately, we can probably all bring to mind examples of adults who fit this tyrannical model. Do you know a manager who loves to throw their weight around, to exert their position of power and flex what little decision-making ability they have? How about an insecure team leader who threatens, bullies and coerces their subordinates, while also seeking the approval of those above them?

But coercion is generally a short-lived strategy. The more we seek to control the more we will struggle. As Princess Leia pointed out to the evil Tarkin in Star Wars:

“The more you tighten your grip Tarkin, the more (star systems) will slip through your fingers”

Star Wars

Don’t try to control everything and everybody. It is counterproductive.

Creating an environment where people flourish

I learnt from my early experiences. I went on to be an officer in the Army and when they hear that many people expect me to be a leader who shouts at people and tells them what to do.

Leadership is influence (Maxwell) but our legacy as leaders depends as much on how we achieved things as what we achieve. Leadership is not about controlling and dominating – it is about questioning things and empowering others.

Success is not just about winning. It is just as much about how you achieve your goals. And if you want to have a team who can succeed, then as the Google team-work study showed, a manager needs to provide an environment of psychological safety above all else. In other words, a place where people are not afraid to experiment, take risks and occasionally make mistakes.

You have power, use it, but use it well

So, if you are faced with a problem today, don’t immediately try to dominate the situation and enforce your solution. Try asking some questions. Understand the problem and other potential solutions first.

And if you need someone to do something for you, don’t just tell them to do it, think about how you can help them to achieve it. What information or resources can you provide to empower them?

Try this new approach to leadership and power. I think you will like it, and the people you work with, they definitely will.

You can explore your leadership journey and improve your influence with this free course, just click on the link below to sign up.

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References

Badura, K L; Grijalva, E (2018) Gender and leadership emergence: A meta‐analysis and explanatory model, Personnel Psychology; Vol 71(3), 335-367

Bartol, K. M. (1974) Male versus female leaders: The effect of leader need for dominance on follower satisfaction. Academy of Management Journal, 17(2), 225–233.

Bloom, S G (2005) Lesson of a Lifetime, Smithsonian Magazine, https://www.smithsonianmag.com/science-nature/lesson-of-a-lifetime-72754306/

Lucas, G (1977) Star Wars: A New Hope, 20^th Century Fox

Maxwell, John C (1998) The 21 Irrefutable Laws of Leadership, Nashville: Thomas Nelson

Moore, B V (1927) The May Conference on Leadership, Personnel Journal, 6, 124-128

Oxford Languages (2021) Oxford Dictionary, Oxford University Press: Oxford

Rozovsky, J (2015) The Five Keys to a Successful Google Team, Re:Work

Scouts, https://www.scouts.org.uk

Zimbardo P G (1971) The Stanford Prison Experiment, Stanford University

How will AI impact leadership and how should leaders lead in the future?

What does it mean to be a leader in the age of artificial intelligence?

Which leadership models best apply to the context of AI? Will leaders still need to exist in the future or are these roles also at risk due to technological disruption?

These are questions that I (along with many others) am pondering. My questions, funnily enough, were prompted by other questions. The first big mental nudge came when I was reading Homo Deus by Yuval Noah Harari. At the end of the book, he poses three important questions, that we need to grapple with:

Are organisms really just algorithms and is life just data processing?

What’s more valuable? Intelligence or consciousness?

What will happen to society, politics, and daily life when non-conscious but highly intelligent algorithms know us better than we know ourselves?

All three questions, and their answers, impact the realm of leadership and it was thinking through how these questions impact leaders that I started to consider supplementary questions that relate to my specific context, i.e.:

1. What does it mean to be a leader in the age of artificial intelligence?
2. Which leadership models best apply to the context of AI?
3. Will leaders still need to exist in the future or are these roles also at risk due to technological disruption?

The deluge of questions relating to AI

These are certainly not the only questions, they may not even be the best questions, but I wanted to start thinking about things where I could bring some practical application, even if it was just in my own small sphere of existence.

There are of course many other questions relating to AI (many of which may ironically be machine-generated) but as a leader of an organisation that is facing significant change, and a professional in the leadership development arena, these three questions are of specific interest to me.

Having mulled over these questions for some time I thought I would share some thoughts. My hope is to generate conversation around how the fields of leadership and artificial intelligence interplay.

I think I should also state my biases up front. Although my wife would say that I generally have a negative bias (I just say that I am a realist), when it comes to AI I am not a prophet of doom. I think there are significant challenges that we need to address. It does feel like a key juncture in our journey as humans, but I don’t think we are just about to lose the human race (excuse the pun) to super-fast computers. You will see why I conclude that in the following reflections.

What does it mean to be a leader in the age of artificial intelligence?

To answer this question, we must ask ourselves, what does it mean to be a leader in any context? What does it actually mean to be a leader and does AI change that?

What is leadership? There are of course many definitions. One of my favourites is from the leadership expert John C. Maxwell who says that leadership, at its most fundamental level, is influence.

“Leadership is influence, nothing more, nothing less.” John C Maxwell

I like this definition as firstly it is simple. Secondly, it highlights that leadership comes in many forms, not just in the direct management of other people. For example, there is self-leadership, thought leadership, leading-up and other types of leadership outside the stereotypical idea of a command relationship.

And that is why I also prefer the term influence to power. They are similar but power tends to have negative connotations and I believe that the idea of power does not translate as well to all types of leadership, for example, those I have just highlighted (self-leadership, thought leadership and leading-up).

Yes, AI will also have influence (or power) in these same realms, but as per this definition, leadership will continue to exist as long as humans choose to influence themselves and others. Let’s hope we are all around to influence each other – in positive ways – for many years to come.

Which leadership models best apply to the context of AI?

I have studied, taught, and written about many leadership models. I apply many of these theoretical frameworks in my everyday practice as a leader. Therefore, I don’t believe that suddenly, in the light of technological advances, these tools have (or will soon) become redundant. As long as we have any sort of human-to-human interaction then ideas such as transformational leadership, authentic leadership or situational leadership all have their place.

However, these models do not directly address the context of AI. The best thinking that I have come across to date, that does confront the issues of AI, is The Threshold by Dr.Nick Chatrath. In his book, Nick does a great job of exploring the second question set by Harari, namely, “What’s more valuable? Intelligence or consciousness?” In applying this to leaders he introduces four paths for evolving our leadership. These are:

Cultivating Stillness

Thinking independently

Embodying intelligence

Maturing consciousness

But it is not merely theory. What I particularly love about Nick’s book is that each section has resources – including questions, exercises, and processes – for the practical application of each path.

• Cultivating Stillness involves stopping to ask questions and taking time to reflect. It is the discipline of not getting swept away by busyness, change and chaos.
• Thinking independently means embracing our unique cognitive powers, utilising the cognitive diversity of teams and creating thinking environments.
• Embodying intelligence consists of embracing all the types of intelligence that humans have, such as emotional intelligence where we connect with our feelings, or kinaesthetic intelligence, where we utilise senses for thinking and communicating.
• Maturing consciousness is a continual process of embracing change and complexity, being humble (and not threatened) by our limitations and serving others with love and wisdom.

I am attracted to the idea of the paths in this model as it does not set up a framework that seeks to solve ‘the problem’ of leading with AI. Instead, it is a map, indicating the journey that we can embark on, alongside those we lead and the artificial intelligence that we interact with.

Will leaders still need to exist in the future or are these roles also at risk due to technological disruption?

Much of the discussion around AI has centred on who is going to lose their jobs to machines and how soon.

For many workers, machine intelligence will force an evolution of skills and approaches. There are many subtle but important shifts that we need to make.

Such a shift needs to take place for leaders too. Here we come back to the question “What is leadership?” If our answer relates to leadership as a role or position then yes, it is likely that some jobs will be at risk. But as per the earlier definition of leadership, if leadership is about influence, then this will take place as long as humans exist.

And the emergence of new intelligence opens novel leadership opportunities. Burgeoning machine minds need influencing too. This might spawn a whole new field of leadership. There are new leadership books to be written for sure! How about:

• Start With WhAI
• Thinking Fast (machines) and Slow (Humans)
• Good to GreA.I.t
• How to win friendly algorithms and influence highly intelligent, rapidly developing non-biological self-learning entities

Well, maybe not those exactly, but something for sure. And, in this arena, I expect that the concept of values-based leadership will be increasingly important, as how we want to influence the machines that influence us will involve an ethical approach to decision-making. Therefore, leaders are likely to need to study more philosophy and less management. It is a shift that I have already made in my reading and personal development.

What is the future for leaders in a world of artificial intelligence?

So, dear conscious readers, (no, not you, ChatBot, or at least, not yet). Leadership certainly does have a place in the world of AI. The idea of leadership, the exerting of influence will remain.

Leadership will evolve, as with many other roles and professions. New models (such as the 4 paths of The Threshold) will emerge to cover how we better lead humans and machines.

I also believe that we leaders need to broaden our own minds and be more philosophical if we are to grapple effectively with the ethical issues concerning AI, business, work, and life in the future.

And one of the most important things we can do is to talk about this stuff. It is through the sharing of thoughts and ideas that we shape our future. As we engage in dialogue we influence each other. In other words, we lead. If we keep doing that, then there is hope for humans, AI or no.

So, I look forward to the continuing conversation on artificial intelligence and leadership (in all their various forms).

Yours ever, humanly (or at least until I get an upgrade),

Simon (1.0)

Do you think leadership is important? Do you consider yourself as a leader?

Maybe leadership feels natural to you. Or perhaps, you don’t feel like a leader, even if you are in a management position.

In my case, for a long time, I didn’t think I was a leader. I certainly did not feel that I was born a leader or that I encompassed what I thought were key leadership qualities, such as large amounts of charisma, power, and self-confidence.

But then, much to my surprise I was given some small management roles and (hiding my insecurity) I started to lead others. I won a scholarship with the military and became an Army Officer, gaining invaluable leadership training and practical experience in command.

From there, I have gone on to various leadership roles with increasing levels of responsibility. As well as leading a large organisation, I coach senior leaders, write a regular leadership column, and facilitate leadership courses.

But you would never have predicted that if you had seen me in my early years. So, what happened? What made the difference?

The 3 Simple Truths of Leadership

The shift for me was gradual, but I can now point to three simple (but revolutionary) truths that have impacted my leadership journey. These are:

1. Leadership is all about influence
2. Everyone is a leader to some extent
3. We can all improve and develop our leadership

These truths now drive my purpose. I help others in their leadership path and often this involves de-bunking unhelpful assumptions about what a leader is. And this is an inclusive approach to leadership; everyone can lead and get better at leading.

I love adventure (it is one of my core values) and I like to think of life as a journey. On our road, we often meet or travel alongside others. Each meeting is an opportunity to serve, no matter how long or short the time is that we spend together. With every interaction with others, I think, “What can we teach each other that will make us better leaders and equip us for the next stage of our adventure?”

Therefore, even though we are not together in person now, this is still a moment of connection. I hope some of my thoughts will help you on your journey.

What is the definition of leadership?

Before we unpack the 3 truths of leadership a little more, let’s first define our terms. Specifically, let’s define what we mean by leadership.

There are many definitions of leadership. W.C.H. Prentice, in his famous HBR article of 1961 defined leadership as:

“The accomplishment of a goal through the direction of human assistants”

W.C.H Prentice

Most people think about leading in these terms. It is about one person using other people to get stuff done.

However, this definition does not quite capture all types of leadership. For example, what about self-leadership, followership, 360-degree leadership, or thought leadership?

Therefore, my favourite definition of leadership is that of author John C. Maxwell who says that leadership is, in its essence, influence.

“Leadership is influence, nothing more, nothing less.”

John C. Maxwell

Thus, I would define leaders as people who use their influence (or power) to initiate change.

How can everyone be a leader? Am I a leader?

With this definition, of leadership as influence, we can now see the logic of how everyone is, to some degree, a leader. This is because we all have a measure of influence, on ourselves and others.

“Everyone is a leader because everyone influences someone.”

John C. Maxwell

The term influence is synonymous with power, but I prefer the term influence. That is mainly due to how people view themselves. If you ask someone “Are you powerful?” very few people would say yes. However, if you ask someone “Do you have a degree of influence, on yourself and others?” then most people would recognise that they do.

Even when people protest that they have little influence on others, they can see that they do have influence on themselves. This is self-leadership. And we all have friends, families, associates, and colleagues who we interact with. Every interaction we have creates little micro changes in ourselves and our environment. So, even if small, our influence is important, because it affects the people we love most.

Therefore, we need to think about what we want to do with our influence. What changes do we want to initiate? To step up as leaders, all we need to think about is what future we are trying to create. What is the positive world that we are trying to bring about in people and our environment?

We can all be better: leaders require a growth mindset

That change starts with us. It is a choice, committing to self-improvement and then to lead ourselves and others better. The first vision we need is one for ourselves. What is the better version of us that we want to grow into? What sort of leader do you want to be? If we want effective change, we need a clear picture of what we want to change into.

“Be the leader you wish you had.” 

Simon Sinek

And that growth never stops. You may be a new team lead or the CEO of a large company, but the simple fact remains; we can all improve our performance. Therefore, no matter how far along our leadership journey we are, we all need time to reflect and work out what we work on next.

There are many different tools that can help us assess our strengths and weaknesses or identify areas for growth. One useful framework is that of Robert Katz who breaks down skills into technical, human, and conceptual competencies. My preferred approach is to think about the Five Levels of Leadership, and which skills we most need at each strata of responsibility.

Once you have decided upon an area for development you can start to experiment and learn. A growth mindset is dependent upon experiential learning. As with David Kolb’s learning cycle, we have an experience, we then reflect on it and we think about conceptual tools that can help us. Then we experiment with applying those concepts, thereby creating a new experience, and so the cycle starts again. We might make mistakes, and some things might not work, but by following this cycle we fail forward; always learning and progressing.

And if you are really committed to self-improvement then there are various leadership training programmes and leadership coaching options that you can consider.

Leadership Development: Master the Top Leadership and Life Skills

Better lead in life and work to maximise your success. Sign up and access materials for free!

Are leaders born or made?

No one is born a fully-fledged leader, and no one is a leader by birthright. We should not see someone as either a born leader or not.

“Leaders aren’t born, they are made. And they are made just like anything else, through hard work. And that’s the price we’ll have to pay to achieve that goal, or any goal.”

Vince Lombardi

So we can dispense with Great Man Theory; the idea that some people are destined from birth to be the makers of history. But, if leading is about influence and we all have some influence, then we are all born with some capability to be leaders in that respect.

You may not have been born a leader but you were born to lead.

Whether we recognise that fact, develop ourselves, increase our influence and have a positive effect? That is a personal choice.

So, what choice will you make?

“A leader is anyone who takes responsibility for finding the potential in people and processes and has the courage to develop that potential. Leadership is not about titles or the corner office. It’s about the willingness to step up, put yourself out there, and lean into courage.”

Brené Brown

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If you would like any support for you or your team on your leadership journey, for example with leadership coaching or leadership development courses, please do drop me a line via the Contact Page.