Remembering an instance in leadership training from way back when. The facilitator assigned a group of us the simplest of tasks - something akin to attaching 50 drinking straws together to form a straight line. Easy, right?
The catch was this - while the group was trying to organize itself and accomplish the task, the leader started yelling directions at us and verbosely offering critiques. The people within the group who, as leaders and followers, were intent on accomplishing the task were quickly frustrated by this big, overpowering voice that, even if well-intended, was hampering progress.
I think of this often because it often happens in the workplace. We tend to confuse the voice of leadership with the voice of a know-it-all or the voice of someone who always has to have their way or the voice of someone who takes it upon themselves to be critical of every little or large move. These are not the voices of leadership - they are the voices of disruption.
Strong voices in the workplace do these things. They set goals, often with collaboration. They share the conversation as opposed to dominating the conversation. They both edit with suggestions and encourage. Strong voices both complement and support.
People want to follow strong voices.
But it's more than the verbal; it is also the intent. The intent, or the core of what is said must be pure. This means it's not jealous, or self-aggrandizing or is complicit with ulterior motives. The voice must be there for the good of the work - the good of the team.
All too often we accept that those with the most dominating and domineering presence have a strong voice. Simply put, domineering voices are not voices of leadership. Voices of leadership present a compelling vision and guide teams to a pathway of success for all.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
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