Anyone can be a leader.

Becoming a leader is a skill, just like any other. I'm sure you've come across many books, courses, talks, articles, etc. that emphasize this point. But few of them really focus on the essential question: "Why?"

Answering this question is the first step towards becoming a leader.

In this edition, I aim to provide an informal guide to answer this question. A form of self-inquiry to understand the leader within you.

The Oxford Dictionary defines a manager as "a person responsible for controlling or administering all or part of a company or similar organization." This is accurate, but I believe a great manager should also possess strong leadership abilities. You don't need to be a manager to be a leader, but it's beneficial to strive to be a manager with leadership capabilities.

So, why do you want to become a leader?

Reasons vary from person to person, but some common ones include: higher compensation, professional growth, new challenges, people management, or uncertainty about what to do next.

While these are the common reasons, these are only surface-level reasons. We need to go deeper and uncover the real reason you want to lead or become a manager. This exercise is important. If not thought through carefully, it could negatively affect your own outlook and enjoyment of the work, as well as hinder the growth of your team. You don't want to do anything without knowing why.

When I asked myself this same question - “Why?” - the answer was - “because I like to help”. Former President of India, A.P.J Abdul Kalam put it best when he defined a leader as someone who asks, “What can I give?”

Let's go through a few questions together to gain more clarity:

• Do you like organizing, helping, unblocking others when you have nothing to gain from it? - As a leader, you always put your team first when things are going well. You are also willing to stand in the front when things are not. Lending a hand and unblocking complex situations by simplifying it, even when you know you may not be recognized for it, is second nature for leaders.

• How do you conduct yourself, outside of work? - Being a leader is a holistic quality; you don't act one way at work and another way outside of it. Do you notice a major difference in the way you conduct yourself at work and with family/friends?

• Do you like to follow a vision? - Do you like to set big audacious goals for yourself? Do you see yourself getting excited to pursue them? Defining a vision for the team and giving it everything is a hallmark of a good leader.

• Do you believe in a culture for your team? - Every small team develops its own culture organically. A good culture cannot be imposed on a team; it is created through the collective voices of the members. The goal is to achieve a harmonious balance, where everyone is in sync. As a leader, you are the conductor of this orchestra, creating a sound that can only be felt—culture.

• Do you see yourself act instead of react? - When presented with a situation, do you see yourself react or do you give the situation time to unfold and take an appropriate action? I have heard my father mention this many times - “Good leaders never react, they act appropriately.”

• Are you comfortable with context switching? - As managers and leaders, you cannot avoid context switching. You may begin your day with a list of ten tasks to complete, but you may end up doing only five of them, none of which were on the original list.

• Do you like working with people, building camaraderie? - Do you enjoy collaborating and working together to solve problems? Do you feel a strong sense of camaraderie with your team? Great leaders can be successful without saying a word, due to the bond they have built. The team can sense what is required and will give their all.

• Do you see yourself as a person who can listen more than talk? - Great leaders dislike hearing their own voice. They prefer to listen intently. They talk less, but when they do, they know how to express themselves clearly and make their point. Too much talking prevents a leader from listening to their own thoughts.

• Do you take pleasure in learning about other people's interests? - Do you have a genuine interest in learning more about people and their interests? Great managers take the time to learn about each team member's interests. These interests may not necessarily be related to work, such as music, art, movies, etc. Without prying too much, make yourself open to what others have to say.

• Are you attentive when your manager speaks? Are you able to observe when your manager gets things right or wrong and ponder why? Developing the skill of observation is beneficial for managers or those aspiring to become one. It is important to continually learn what works and what does not. Observation leads to a better understanding of a situation, which can help with making better decisions.

This list can go on, but I guess you get the drift.

Even if NO is your answer to these questions, it is not something to worry about. Just like anything else, the traits and qualities mentioned in the above questions can be learned, developed, practiced and mastered. I will be diving deep into each of these and more in the future editions.

I hope I have provided you with a few points to ponder over. This exercise is beneficial not only for individual contributors aspiring to become managers, but also for those who are already managers. These questions can help you reflect, identify gaps, and create a plan to close them.

You have taken the first step and are now on your journey to becoming a leader. Every time you plan to work towards your most desired goals, you are bound to hit brick walls. Randy Pausch from his Last Lecture: Achieving Your Childhood Dreams explains why:

Never give up.