Who is a leader, and why do you want to be one?

Introduction:

The concepts of “leader” and “leadership” have become ubaiquitous in today’s world, capturing the attention of professionals and scholars alike.

There is no shortage of articles, white papers, and academic research on the subject.

A quick visit to LinkedIn reveals countless experts eager to coach and transform you into an exemplary leader.

Furthermore, Amazon lists a staggering 57,136 books with “leadership” in their titles, each author offering their own unique perspective on what it means to lead.

If you recall the 2011 film “Margin Call,” which came out just two years after the infamous Global Financial Crisis, you might remember the profound impact that event had on many, myself included.

The crisis served as a harsh reminder that, as an employee, cost savings and leadership preservation often reduce you to mere statistics.

In "Margin Call," the character John Tuld, the CEO, delivers a powerful insight into the essence of leadership during a conversation with Peter Sullivan:

John Tuld: "Let me tell you something, Mr. Sullivan. Do you care to know why I'm in this chair with you all? I mean, why do I earn the big bucks?"

Peter Sullivan: "Yes."

John Tuld: "I'm here for one reason and one reason alone. I'm here to guess what the music might do a week, a month, a year from now. That's it. Nothing more. And standing here tonight, I'm afraid that I don't hear - a - thing. Just... silence."

In simple terms, leaders—often embodied by CEOs and C-suite executives—are those who navigate uncertainty and guide organizations through unpredictable times.

The Prophecy of Business Collapse

Fast forward to 2020-2021, when the world faced unprecedented challenges.

We all had to adapt, innovate, and respond to a new reality marked by lockdowns, remote work, and social distancing, all driven by the COVID-19 pandemic.

Never before had the world experienced such widespread isolation, not even during wartime.

As the situation unfolded, it became apparent, at least to me, that many businesses would struggle, some even collapsing entirely, while only a few would remain fully operational.

While it might be tempting to credit surviving companies' leadership, I leave that conclusion to your judgment.

After all, I don’t recall any leaders penning books on “risk management during lockdowns,” though there are countless volumes on leadership.

A New Era of Leadership

We now live in an age of uncertainty, characterised by global conflicts and the emergence of new business models. Unfortunately, this era has also seen a rise in scams, crime, and fraud, a predictable consequence in times of instability.

In such times, I strongly advocate for businesses, regardless of size, to conduct “pre-mortem analyses” and rigorously test their capabilities.

This way, they can be better prepared to respond strategically and tactically to global crises like the one we experienced from 2020 to 2022.

Traditional leadership, as we once knew it, is long gone. While it’s still possible to learn various leadership skills, the challenges ahead require a different approach to leadership and risk management. At just 18 years old, I recall being required to lead during a war.

Despite my lack of knowledge in leadership, I received assurances of supervision and on-the-job training before, during, and after battles.

No one wanted the responsibility, not even me, because, in war, the stakes are as high as they get—human lives are on the line.

However, through that experience, I learned how to lead, be accountable, take responsibility, and, most importantly, own my mistakes.

“Something else was forming that day – leadership. We had commanding officers who didn’t walk around parading. They were checking in with everybody. “Here’s some ammunition.

How do you feel? Are you wounded?”

Leadership was taking care of everybody. Leadership was being built by taking responsibility and accountability for every soul under your command. I was impressed with my commanding
officers. Their first thought was to care for us – not to take their boots off and shout out orders to bring them water, food and other things. They checked in with everyone.”

Excerpt from book “Blood Soaked Soil” by Mario Bekes

The “How” Over the “Why”

When choosing a leadership style to implement in your organization or learning how to be an effective leader, it's critical not to rely solely on theoretical knowledge from books.

Books provide theory, but they often lack practical application. Do not follow those who have never led or cannot demonstrate their leadership credentials, such as team size, goals, and capacities.

Instead, seek mentors who can show you through their own experiences how they led, how they navigated uncertainty, and how they instilled a fighting spirit within their organizations.

It’s essential to learn from leaders who have practiced what they preach, not just theorised about it. How did leaders achieve their results? Ask them how they led in practice, not just theory.

A true leader integrates all elements of leadership to build a remarkable organisation, instilling pride and enhancing market presence.

Above all, a genuine leader must lead by example and then teach others to do the same. If this approach does not resonate, one might as well continue reading books and attending seminars on leadership.