Independent Banker - January 2019 - 30

PORTFOLIO
tional hierarchy. Few bosses are perfect, and even
the best leaders benefi t from listening to others,
whether it's their C-suite executives or frontline
managers. As a result, leadership can-and
should-fl ow both ways.
Leading by Example
By Chris Lorence, ICBA
Leading at
all levels
eadership isn't always about being the boss.
We all know people who naturally take charge
without being asked, infl uencing those around
them and bringing about positive change regardless
of their job title. Leaders may be appointed,
but the act of leadership doesn't require permission,
opening the door for anyone to lead.
The traditional concept of leading from the top
is not necessarily the most eff ective or the most
benefi cial to an organization. Quite often, peerto-peer
leadership naturally occurs while working
on cross-departmental projects and initiatives.
Research has shown that shared leadership can
be extremely benefi cial to an organization and
very good for the morale of every team member.
More importantly, however, leadership can
also be upward in direction. It is possible-and
advisable-to lead those above us in the organiza30
Q ICBA Independent Banker Q January 2019
L
Chris Lorence
(chris.lorence@
icba.org) is ICBA
group executive
vice president-
member
engagement and
strategy
But getting it right takes a little practice,
and there are three key components to leading
upward successfully.
Q Start by establishing credibility. It's OK
to think critically and to disagree with those
around you as long as you back up your input
and guidance with verifi able facts and real-life
examples. Be open and honest. Communicate
both good news and bad news clearly, and do so
without blindsiding your boss or coworkers. The
result? People will know they can trust you, and
they'll turn to you for advice in the future.
Q Connect with authenticity. If you have
integrity (in other words, your argument is unbiased
and is focused on everyone's best interests),
you are more likely to be believed and, again,
trusted. Your goal is the success of your team,
not fulfi lling your own ambitions. Always be
respectful, even when you disagree with your
manager or coworker. Remember, they have a
view or experience as well. It may sound obvious,
but people are drawn to emotional warmth. Having
said that, keep extreme emotions in check.
People are also drawn to stability.
Q Know the vision and connect the dots.
Understanding your boss's values and goals
gives you insight into how they make decisions.
It doesn't hurt to learn how they like to receive
new ideas. When you become familiar with
those variables, you'll be better placed to anticipate
their needs and suggest relevant solutions,
even at a moment's notice. Be strategic. Align
your communication and objectives so they fi t
into the big-picture strategy and values of the
organization.
There are many benefi ts from learning how to
lead in multiple directions. Ultimately, it's about
discipline and working eff ectively with a team.
It's also about taking a proactive stance rather
than waiting for change to happen. When you
feel you can aff ect your work environment and
bring about positive change that's aligned with
the organization's objectives and mission, it's
good for business-and, ultimately, for you.
Independent Banker - January 2019

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