To go up, reach out

Upon its completion, the Burj Dubai will dwarf all other buildings in the world. Some have dubbed the architectural wonder a “cloudbuster” rather than a skyscraper in an effort to describe its height. When fully constructed, the immense structure will reach over 60 stories higher than the world’s second tallest tower (Taipei 101), and it will stretch nearly a half-mile into the sky.

Climbing the Burj Dubai

For the sake of a leadership illustration, let’s assume Burj Dubai’s builders, as part of the grand opening celebration, chose me as a contestant to win a $1 million prize. The cash would be placed in a briefcase on the top floor (the 164th) of the skyscraper. To claim the prize, I would have to reach the briefcase in 30 minutes, without using the building’s elevator.

Immediately, two constraints are apparent: time and ability.

With unlimited time, I’m sure I could climb all 163 staircases to reach the top of the Burj Dubai. I would need frequent rest breaks on the landings, time to saunter through halls to locate the water fountains or restrooms, and maybe even access to a comfy office chair to spend a night or two. Yet, however long it took me, at some point I would climb all the way to the top. Unfortunately, this contest only allows me 30 minutes, which brings us to my second constraint: Ability.

I’m sure there are Olympic athletes, marathon runners, and workout warriors in physical shape to race up 163 flights of stairs in 30 minutes. I, however, do not possess the speed, fitness, or insanity to risk a heart attack racing up an endless staircase.

Clearly, I could never reach the money on my own. To get it, I would have to rely on other people. Maybe I could phone for a helicopter to drop me off on the roof. Perhaps I could clear a landing area, and convince someone on the top floor to drop the briefcase out the window (probably not a good idea). Whatever the case, by myself, there’s no way I could get up the stairs to win the prize.

Three leadership truths

My hypothetical contest at the Burj Dubai points to three fundamental truths about leadership:

»        Time is limited to achieve the vision

»        Our natural ability is likely too small to achieve the vision

»        We cannot achieve the vision alone; we need others

So, with these truths in mind, how can we improve our leadership capacity?

From doer to developer

Early in our career paths, we gravitate to the spotlight. We bust our tails in order to demonstrate our talents, position ourselves for promotion, or earn a pay raise. At this stage, it’s common to approach extra assignments with a “bring it on” attitude. We welcome new tasks as a means of showcasing our responsibility and trustworthiness.

However, as we ascend the staircase of success, we bump into constraints. First, we recognise the limitations imposed on us by time. We cannot accomplish everything we desire - even by working nights and weekends. We juggle the demands of leadership to achieve as much as possible, but, at some point we can’t put another ball in the air without dropping one.

Second, we reach the boundary of our natural giftedness. Our wisdom and inborn talent cannot take us everywhere we want to go. Regardless of our devotion to personal growth, in our own strength, we’re powerless to fulfill the vision inside of us.

From spotlight to flashlight

When we trade the “spotlight” for a “flashlight”, we turn the corner in leadership. When this happens, our refrain changes from, “Look at me!” to, “Where are you?” Instead of proving ourselves, we search for proven partners.

We flip the switch from “doing” to “developing” as we shift focus from tasks to people. Rather than deluding ourselves into believing we can do it all, we recruit, equip, and motivate talented performers to link up with our vision.

By reaching out, rather than digging within, we ultimately climb the highest

This article is used by permission from Dr. John C. Maxwell’s free monthly e-newsletter Leadership Wired available at www.injoy.com.