“There is a difference between success and leadership.” -Ross Strader, Senior Pastor

Recently, while spending time with my good friend Ross, he made that statement as we discussed leadership in our church.  His point was we often look for people who are successful in their jobs to find leaders for our churches, and we miss the mark.

Success does not always predict leadership.  Whether it be in churches or in business, success should be considered when choosing leaders, but it can’t be the primary measure.

Measuring New Leaders

Finding Front Line Leaders

Too often, I have seen people who were successful in one role promoted to leadership as a result of their success.  Sometimes they worked out and sometimes they didn’t.

Looking back at my own mistakes and the mistakes of others, I learned to not overestimate the impact success may have on someone’s ability to lead.  Success does not tell me if someone has the character needed to be a coach, to have initiative and to be assertive.

Leaders Are Coaches

The success someone had before proves they have the technical skills needed to do that job.  They may even be able to transfer those skills to those they lead in their new position.  But, have they ever unselfishly shared those skills with others?

I look for people who have a coach’s mentality.  Have they mentored others?  Did they take on those mentoring roles because they were assigned them, or because they saw a colleague struggling and the stepped up to help?

Interview Question:  Tell me about someone in your previous job who you knew was really struggling.

Tips: 

• Don’t ask them what did they do about it, or how did they help.  I want them to volunteer that.
• If they were assigned to mentor someone, I ask for an example where mentoring was not assigned.
• Pay attention to their ability to transfer their knowledge to the other person.  That is a coach.
• Listen for patience, caring and tenacity.  A new leader without these traits will likely fail as a coach.

I want leaders who can’t help stepping forward when someone needs help.  When they do, I want to know the impact of that mentoring.  The ability to offer advice is one thing.  To persuade people to implement that advice and stick with those people until they are successful is the mark of a person ready to lead at a new level.

Leaders Have Initiative

The competence to do a job well often comes as a result of taking care of roles and responsibilities that are within a job description.  Do those well, and you are successful.

I want people who go beyond the job description and are solving problems wherever they find them.  There are too many problem finders looking to be leaders.  I want problem solvers.

Interview Question:  Tell me about a recent policy, strategy, or product at work that was not handled the way you believe it should have been.

Tips:

• Again, I don’t add “and what did you do about it.”  They need to exhibit initiative when they answer.
• Being assigned to solve a problem is nice.  I am looking for people who solve problems without waiting for someone to assign it.
• Watch for what actions they took and the results of those actions.  If they talk primarily about the problem and not about actions or results, that is another important signal.

I don’t want to hire anyone to lead a team if I have to remind them to do something about problems they see.  Leaders are problem solvers.  If someone does not share with me when they have taken the initiative to solve a problem, then they may not be ready to lead.

Leaders Are Assertive

Assertiveness is about what I say. While initiative is about what I do.  A new leader must not only be willing to take the initiative and make things happen, but also speak out when the need arises.

I have seen too many managers keep their mouths shut when someone should have been speaking up.  I want front line leaders who will challenge their superiors in order to make the organization better.

Interview Question:  Tell me about a time you did not agree with your manager.

Tips:

• I don’t ask “When did you challenge your boss?” I want to hear if the candidate is going to share a complaint or tell me how they spoke up and offered solutions.
• I like to hear the details of the situation and the give and take between that person and their boss.
• If their boss did not receive it well, what did they do the next time they didn’t agree with their manager?  What did they learn from the first time?

Yes men maintain the dreaded status quo.  Leaders lead change.  If I am hiring someone to be a front line leader and they have not demonstrated the courage to disagree with their leadership on occasion. What makes me think they will have the courage to do it when they are promoted?

The Bottom Line:

When I am looking for leaders, I must look beyond the success someone has had in another role.  I must look for when they led.  Do they coach?  Do they demonstrate initiative?  Can they be assertive?

Without these traits, the new leaders I bring onboard will be unlikely to move my organization or my church forward.   Ross was right.  Success and leadership are not the same thing.

Success is only one piece of the puzzle in finding a leader. No one will respect a new leader who has not been successful before.  But, as the person trying to build a leadership team, I must look for more.

Question:

What other questions can help your organizations determine if someone will be a good front line leader?