Stephen H Baum Leadership

Leader Among Leaders: The “Go-To”

Ever notice in a meeting when there is one person who is the “go-to” person when others are stumped or at an impasse? Even if it is not in his or her official domain? What do you notice?

Perhaps you observe that others show great respect for the go-to’s opinion or input. That go-to person is playing the role of thought leader. Perhaps you observe that others turn to the go-to person to summarize the discussion to that point or to resolve an impasse or suggest a compromise. That go-to is playing the role of facilitator. Finally, perhaps you observe the go-to being asked to accept difficult tasks or challenges (on their own or pairing with someone else). That go-to is playing the role of booster resource. Perhaps you observe one person being go-to for more than one role.

Such go-to persons are leaders among leaders. I have seen it in a group of business owners and CEOs. I have seen it on a board of directors. And in meetings of peers who are heads of functions within a company (think: HR, finance, IT, Ops….). These leaders among leaders enjoy a special place in their community. It may or may not be a contributor to their career path success. It is clearly a very desirable reputation.

How do you attain the go-to position? A combination of forethought, listening, taking ownership and follow up.

Forethought: what is this meeting really about? What is the desired outcome? What is the dynamic likely to be and how can I be of service?

Active Listening: what is happening in this meeting? Are we making progress? Is everyone on board? Is there a question I could ask that would move the conversation in the right direction? Is emotion getting in someone’s way? Can I address feelings as well as thinking?

Taking ownership: the meeting is intended to serve a larger enterprise. If I were the chief of the enterprise, what would I want to see happen? What can I do, as a go-to, to make sure that this desired result is achieved? Is it ok to put aside my personal short-term interests and, if so, what can I do for the greater good?

Adopting this pattern has moved several people I know from being seen in their pigeon-hole to a go-to person in the organization. And it is as applicable in not for profits or academe as it is in business.

That’s just my view. What’s yours?