Mark Bateman
Regardless of how you feel about yourself, the moment you gain the title ‘manager’, ‘executive’ or ‘boss’, everything changes. Even with a direct report of just one, you gain the power to answer questions such as, ‘Can I take a day off? Can I take my lunch hour early? What should I work on next? Can I move my desk? Can I have a tattoo? Is this good work? Can I have a pay rise? Can I go for a promotion?’
There is often a perception that leaders are a superhuman breed and that those in leadership have superpowers. They don’t feel as we mere mortals do. They think strategically, have high levels of emotional intelligence, stay calm in a crisis and have unparalleled levels of resilience. Yet, in reality, any leader or manager is as human as you and I. They struggle with prioritisation, dread difficult conversations, work long hours, battle with exhaustion, have challenges at home and often wonder whether they are on the right path. I say this to encourage you. Disruptive leaders are not superheroes; what they are is united in their drive to make a difference. This, aligned with a set of lived values, is what will make your fire succeed where others will fail.
“A leader defines the who, what, where, how, and why. And not just on the big things.”
The confidence to disrupt
Many leaders struggle with low levels of confidence. There’s even a name for it: imposter syndrome. ‘How did I get here?’ these leaders ask themselves. ‘When will I be found out?’
It’s more common than you might think. I’ve lost count of the times leaders have confided that they live with a permanent sense of dread that they are about to be ‘found out’. They feel like imposters, their blood full of adrenaline, constantly trying to prove themselves. It is often comforting to realise you are not alone in feeling like this. In fact, well over half of those we coach struggle with confidence. In these cases, I often remind leaders that courage matters more than confidence. After all, confidence is not a predictor of success.
Many strong and highly successful leaders have scored very low on confidence assessments, but their courage drives their outstanding results. They are doing the right thing despite their fear and uncertainty. What can be surprising to these leaders is how others perceive them. In fact, they often describe their peers (other leaders) in glowing and inspirational terms – when I know those same leaders sometimes feel crippled by imposter syndrome. Aside from demonstrating that often, our perception of ourselves is off (and this is where feedback and coaching really help), it also highlights that we are unaware of our impact on others.
By the time we find ourselves in a senior position, we set the tone for everyone, regardless of our confidence. A leader defines the who, what, where, how, and why. And not just on the big things. If you would like a document to be presented in a certain way, woe betide anyone who doesn’t comply. If you want certain words to be used, they must be. If you dress smartly, there will be an expectation that your team will dress smartly, too. If you do or don’t swear, your team will follow your lead. If you get in early, answer emails over the weekend, and check Slack at midnight, there will be pressure to do the same. Get the idea? Followers follow. Why? Because leaders have power. If you understand your purpose and how your organisation needs to change in order to fulfil that purpose, you ensure that those who follow you and those you influence are caught up in something meaningful, regardless of personal levels of confidence.
“If you know your purpose and are inspired by difference, act now. As a leader, you are in a position to change things.”
REFLECTIVE EXERCISE: Your influence
Answer the following questions:
- Despite how you might feel about your own strengths and weaknesses, what level of power and influence do you have over those you lead?
- How can you increase your influence to drive the change you seek?
If you have answered that your power and influence are small, start where you are. Take time out to redefine why you are in the role you are.
The bigger the difference you feel, the more energy you have and the more heat you generate. Doesn’t it make sense that the person leading the change and culture of your organisation is the person looking at you in the mirror? There is no time for half-heartedness. Heat is uncompromising. The higher the heat, the higher the chance of disruption. Only high heat sets fire to things to achieve disruption.
Heat manifests itself in every action you take. It’s in the language you use: urgent, now, tomorrow. It’s in the way you make decisions: quickly, decisively. It’s in the things you won’t tolerate: endless meetings and slipping deadlines. It’s in the diversity and strength of the team you build around you. If passivity rules and you are going with the flow, that is low energy. You need to refocus on your difference. Go back to your purpose. Is what currently fills your calendar helping you achieve it? If not, something needs to change. Disruptors don’t wait. They act. Because the difference demands it. If you know your purpose and are inspired by difference, act now. As a leader, you are in a position to change things. Start applying that heat today.
REFLECTIVE EXERCISE: Your ability to disrupt
What is it you want to disrupt? What is the difference you want to see?
Answer the following questions and rate yourself on a scale of 0 to 100 (0 is low, 100 is high):
- I feel uniquely gifted to bring about this change.
- How disruptive is the change?
- Who or what stands in your way? How strong is the resistance?
- How much energy is needed to overcome the resistance?
- How strongly do you feel about the difference you want to make?
- How energised do you feel about the desired change?
If you scored yourself lower than you’d like on the uniquely gifted question – welcome to the club. Feel and channel the difference strongly enough, and no one will be able to stand in your way.
If you scored lower on the energy and feeling scales – don’t worry; you’re not alone. You are an amazing human being who is either in the wrong place or just exhausted.
This is an adapted extract from Mark’s new book, Disruptive Leadership. An essential read for any leader wishing to cement their legacy, challenge the status quo and become the driver of purposeful change.
“Many strong and highly successful leaders have scored very low on confidence assessments, but their courage drives their outstanding results.”
Biography
Mark Bateman, CEO of WeQual, is a visionary disruptor, corporate adviser and executive coach with a keen focus on leadership development. He partners with global leaders to spark impactful, enduring change and offers unique, real-world insights and actionable strategies to foster authentic, influential leadership. He has decades of business experience, first making his mark as a successful entrepreneur. Now, he is committed to the development of leaders worldwide and has amassed over 3,000 hours of executive coaching experience. By boldly questioning the status quo, he helps leaders shape purposeful legacies and drive positive transformations within their organisations. PLEASE INSERT BOOK COVER IN BIO.
