“Successful leadership is not about being tough or soft, sensitive or assertive, but about a set of attributes. First and foremost is character.” – Warren Bennis

“I don’t have to listen to them – I have final authority.”

As I heard these words recently, my heart sank.  The attitude behind those words, frankly, stunk. I could hear that this leader was driving his organization directly off a cliff. If this were his personal business, his attitude might be okay; but it wasn’t. Other people’s lives, hopes and investments were linked to this endeavor.

He is a conventional leader. By conventional, I mean normal or standard. According to certain standards – he is a success. He has established his resume. He is respected by those who DO NOT work closely with him and he presents himself with confidence. He has achieved a modicum of personal success – but he is unable to contribute to true organizational success.

He is unwilling to step out of his own way to lift others higher. As a result – he is losing credibility fast. As he loses credibility, so goes influence. Without influence, no one can lead.

The primary difference between conventional leaders and unconventional leaders is this:

Conventional leaders are primarily concerned with advancing and protecting themselves.

Unconventional leaders are primarily concerned with advancing and protecting those they lead.

Leaders that are highly skilled, visionary, and charismatic are still just conventional, dime-a-dozen leaders if they primarily use those abilities to promote themselves.

In his book, Good to Great, Jim Collins’ research demonstrates the difference and value of unconventional leadership.  He calls it Level 5 leadership – someone who blends personal humility with intense personal will. But this type of leadership is rare, not often taught, and seldom demonstrated or mentored. Hence, unconventional.

Conventional Leadership Tendencies

Why is Unconventional Leadership rare? Because as leaders, most of us experience tendencies towards:

• Fear and fear-based decision making
• Avoidance of accountability and authenticity
• A misplaced or overblown sense of ownership
• An exaggerated sense of self-importance or self-worth
• A lack of awareness or regard for impact on others

Unconventional Leadership Characteristics

Unconventional leaders are different because they actively engage these struggles. They cultivate the following personal characteristics:

• Courage: With courage, the right thing will be done even if it proves personally difficult for the leader. Courage is what propels a leader to take an unpopular, but right, stand. Courage is what enables good leaders to make decisions in times of uncertainty and ambiguity. Courage is what allows good leaders to acknowledge and grow from mistakes.

• Integrity: This means two things – one is honesty. A willingness to be known authentically. The other is a sense of ‘soundness’ or ‘solidness.’ Sales quotes, proposals, partnerships, product and services can all be trusted. Not because of good sales or websites; but because there is a solid consistency in quality and service.

• Stewardship: The core concept of stewardship is the deep understanding that “I don’t own any of this – I’m accountable to someone.” Private business owners: your staff invests 40 of the best hours of their week in your business. Your customers have invested trust in you. Ethical leaders operate from a sense of stewardship; so, they don’t just do whatever they want. They are aware of their responsibility to others.

• Humility:  As referred to above, Jim Collins discovered the ‘difference that made the difference’ between consistently high performing organizations and all the others was the presence of humility in leadership. Highly successful organizations each had leaders who displayed humility, along with fierce ambition, for the good of their organizations.  So, this isn’t head drooping, shoulder slumping, milquetoast humility. This was, essentially, a kind of humility that comes out of a person who says “I’m working for you.” As opposed to “You are working for me.”

• Care for Others: Ultimately, co-workers, staff, customers, clients, and beneficiaries – all want to know that you actually care about them. The presence of care allows an environment where people can flourish. The lack of it attracts people who, for lack of choice or unresolved personal issues, are either willing to be abused or enjoy learning how to become abusers. Strong words – but a work environment where people don’t feel valued or cared for is essentially that. It’s an environment where people are used and feel abused.

A Thought Experiment

Reflect back on the leader who has most frustrated or disappointed you. How many of the above tendencies did they demonstrate? How many of the above characteristics?

I’d be willing to wager that your negative leadership experiences are associated with leaders who gave into conventional tendencies; rather than leaders who had forged their character.

Now reflect on the leader you admire most. My guess is this individual probably demonstrated more of the unconventional character traits as opposed to giving in to conventional leadership tendencies.

Character matters in a practical, functional way. It isn’t just a question of preference. As leaders, we lead out of who we are. We influence out of who we are. The more power or influence we have – the more of ‘who we are’ is magnified. That’s why it matters, as leaders, that we take seriously the cultivation of our character. Others depend on it.