In grade school, kids called me the "teacher's pet." If the teacher had to step out of the classroom for a moment, I was usually the person in charge.
I may have been one of the last kids picked for a team in PE class, but I was usually one of the first ones picked for any non-physical activity. I'm a great individual contributor. In fact, that's generally the role I like to have. Tell me the goal. Tell me the deadline. Tell me what I have to work with. Then get out of the way. I'll come to you if I need anything, otherwise consider it done on time or ahead of schedule.
I like to be on teams with other A players. Group work sucks when you have a couple of "knock-off Smirnoffs" on the team. If the entire group gets the same grade, I'm not going to settle for substandard work, even if that means I step up and do a lot of the work myself.
In high school, I was voted Senior Class President. I didn't really want the job, but everyone voted me into it. In a club where no one wants to step up and take the lead, I usually end up doing it. Some people gun for that position. They want the power or the title or the perception. That's not me.
You can be a leader without actually having the title. You can also take on the title with certain positions. As a teacher, I was the leader of a classroom. As a trainer, I was a leader of the training class. I applied for my first supervisor position because I was ready for the challenge. It was a tough gig. I learned a lot. Once I left that position, I didn't think I'd go into management again. Several years later, my manager left the company and I had a choice: settle for his replacement as my boss or apply for the position and choose my boss (the director). I ended up back in management in a Fortune 500 company. It was even more brutal than the first management gig. In fact, it burned me out of the position as well as the company.
For five years I was happy being an individual contributor as a consultant. Two years ago, I discovered that my client was looking for someone to fill the role of the configuration manager. I didn't particularly want the job, but I knew I was the person for it. My skills and experience were tailor-made for this role, and I knew I could make a difference. I've been in the role for two years, and I haven't done nearly as much as I wanted to. At least the client is happy with my performance.
The next role on the horizon is a more defined management role with consultants as my direct reports. This promotion came to me; I did not seek it out. You can lead without being in a position of leadership, but sometimes the only way to make real change is to take on the role and get the job done.
I may have been one of the last kids picked for a team in PE class, but I was usually one of the first ones picked for any non-physical activity. I'm a great individual contributor. In fact, that's generally the role I like to have. Tell me the goal. Tell me the deadline. Tell me what I have to work with. Then get out of the way. I'll come to you if I need anything, otherwise consider it done on time or ahead of schedule.
I like to be on teams with other A players. Group work sucks when you have a couple of "knock-off Smirnoffs" on the team. If the entire group gets the same grade, I'm not going to settle for substandard work, even if that means I step up and do a lot of the work myself.
In high school, I was voted Senior Class President. I didn't really want the job, but everyone voted me into it. In a club where no one wants to step up and take the lead, I usually end up doing it. Some people gun for that position. They want the power or the title or the perception. That's not me.
You can be a leader without actually having the title. You can also take on the title with certain positions. As a teacher, I was the leader of a classroom. As a trainer, I was a leader of the training class. I applied for my first supervisor position because I was ready for the challenge. It was a tough gig. I learned a lot. Once I left that position, I didn't think I'd go into management again. Several years later, my manager left the company and I had a choice: settle for his replacement as my boss or apply for the position and choose my boss (the director). I ended up back in management in a Fortune 500 company. It was even more brutal than the first management gig. In fact, it burned me out of the position as well as the company.
For five years I was happy being an individual contributor as a consultant. Two years ago, I discovered that my client was looking for someone to fill the role of the configuration manager. I didn't particularly want the job, but I knew I was the person for it. My skills and experience were tailor-made for this role, and I knew I could make a difference. I've been in the role for two years, and I haven't done nearly as much as I wanted to. At least the client is happy with my performance.
The next role on the horizon is a more defined management role with consultants as my direct reports. This promotion came to me; I did not seek it out. You can lead without being in a position of leadership, but sometimes the only way to make real change is to take on the role and get the job done.