Taking your first steps into leadership can be exciting and, at times, a little terrifying. We’ve gone from being comfortable and confident in one role, to suddenly feeling as if all eyes are upon us. It’s no wonder that we can feel out of our depth; we might assume that we’re now expected to have all the answers and our behaviour around colleagues, which once felt habitual, may feel alien and unnatural.
Whilst it is completely normal to have such mixed emotions, it’s important to keep these negative reactions in check. But how can we gain true confidence and ensure that we succeed in our new leadership role? The secret is self-awareness – before we lead others, we first need to learn how to lead ourselves.
Leadership needs to start with ourselves
We all bring personal baggage and insecurities to a leadership role, just like we do to any relationship. We’re all a big melting pot of unique past experiences, expectations and opinions. However, if we aren’t careful, these unconscious influences may lead to suboptimal decision making and unconscious bias. Without getting into a lengthy debate about the concept of free will, what we really need to practise is self-awareness.
When we’ve never been in a leadership position before, we aren’t always sure how to behave. This can lead to stress and may feel unusual if we have come from a veterinary background where an evidence-based skillset has been a requirement for our role to date. The trouble with stress is that our thinking may become hindered, and we may react in ways that aren’t always helpful.
Using the past to our advantage
By virtue of being an employee and, previously, a school student, we all have our own impression as to how we think a leader or authority figure should behave and communicate. Psychologists refer to this as a schema – a cognitive framework that we have developed about people, places, processes or just about any situation in life. Schemas help us to make sense of new information quickly, but their downfall is that we rely on old ways of doing things, or we may end up modelling unhelpful behaviour just because it’s what we’re familiar with.
It can help to ask ourselves if we are responding to a situation through objective and constructive consideration, or whether we are merely reacting. If it’s the latter, it’s time to pause. What do we really want the desired outcome of this situation to be? Do we have the facts or just our own opinion? How have we been led in the past that truly inspired and encouraged us? Taking a moment to consider our approach requires emotional intelligence, and it will ensure that we are responding in the most advantageous way.
The importance of role models and mentors
One of the toughest parts of leadership is that we don’t always have a support system. It can actually feel quite lonely to be a leader, and the pressure of needing to be on our ‘A’ game the whole time can intensify this isolation. When we’re at the top – whom do we go to for guidance? Enter stage left our role models and mentors.
Women can feel a little under-represented in veterinary leadership, as studies show that a far greater proportion of men hold practice owner, partner or leader roles1. This is not to say that we can’t have mentors and superstars of the opposite sex, and indeed there are plenty of inspiring female role models within the veterinary industry but we may also take inspiration from other sectors and walks of life.
In another reference to our old friend the schema, consider when we have been on the receiving end of someone who really energised us and made us feel great. What was is about their attitude and conduct that was so successful? If we can identify this – perhaps it was their listening skills, their positive attitude or the tone of their voice – we can model it.
Mentors can provide a confidential sounding board and their role in our career can be invaluable. They can provide a safe space where we can receive guidance, support and motivation that not only helps our own development but will benefit our team. In fact, one study concluded that those who had a mentor were more likely to get promoted at work and receive a salary increase2.
It is also helpful to set-up a network of peers whom we can lean on for advice and encouragement. Peer support may include those in similar roles from other practices or companies, or even online such as in private groups.
Developing our own values
Of course, what we really want to develop is our own initiative and values. If we receive advice that doesn’t feel right, question it. It is our role as leaders to act with integrity and if we don’t believe in what we’re doing, we will come across as inconsistent and untrustworthy.
Utilise the talent within your team. Despite the pressure to always look perfect, it can be inspiring to see a leader who isn’t afraid to ask for advice, make mistakes and admit when they are wrong. Leadership isn’t about perfection; it’s about providing a clear vision and helping our team to reach their goals. A little humility can be a great leveller.
Self-awareness is a lifelong skill
The old adage that we can’t take care of others before we take care of ourselves, is also true of leadership. If we are not aware of our insecurities and patterns of behaviour, we risk projecting unhelpful attitudes onto our team.
Self-awareness is a lifelong skill, but the leaders who practise it will be confident in their vision, their methods and will hone the ability to manage any stresses that come with their role – without transferring it onto others. Those who are self-aware are in a secure position to lead others, and to become the role model our team needs.
References
- The 2019 survey of the veterinary profession – A report for the Royal College of Veterinary Surgeons. https://www.rcvs.org.uk/news-an: d-views/publications/the-2019-survey-of-the-veterinary-profession/
- Sun Microsystems (2006). Workplace Loyalties Change, but the Value of Mentoring Doesn’t. https://knowledge.wharton.upenn.edu/article/workplace-loyalties-change-but-the-value-of-mentoring-doesnt/
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