How To Tell If You’re a Natural Leader

While problems come with being human, I have a theory that the number of problems you face is directly correlated with how you’re viewed as a leader.

Even if your title or rank don’t “officially” make you a leader, but you find that people come to you with problems, there’s a good chance you’re viewed as a natural leader.

I think solving problems is what leaders do.  It’s why they get paid the big bucks.  (I bet some of you are thinking, “I’ve got a buttload of problems, but no money!”)

So what?  If this theory is even remotely true, then the day you’re not solving problems (or up to your a** in fires) is probably the day you are no longer leading.

That’s the day you should be worried.  It means your people don’t think you can solve the problems they’re bringing your way, or you’re putting off signals that you don’t want to hear about them.

Or worse, they may think you don’t care.  Either way it means they’ve lost confidence in you and your status as a leader is in jeopardy.

It’s not easy hearing problem after problem, but it may come with the leadership territory.

What do you think of this theory?  Are the number of problems people bring you an indication of how you’re viewed as a leader?

About David Rosendahl
Husband, father of 4, co-founder of MindFireInc, two-time Inc500 software company. I love building things and helping you generate more leads and grow sales predictably.

3 Responses to How To Tell If You’re a Natural Leader

  1. Renee says:

    As a leader, in my thinking, each question should really only be asked once and hopefully, never at all. Of course there is always a first time for every scenario – but if I have the right people in the right places, then I only have to direct them to either an established protocol resource or a level of empowerment once. Sort of a ‘teach a team mate to fish’ theory. Sometimes the empowerment/confidence bottleneck occurs – but mostly it works.

    • Hey Renee, I’ve had similar thoughts, thus the musing whether (or not) there is any merit to this theory. I would hope that the questions that fall on your desk, as a leader, are those that are truly difficult to answer, and not the routine question (or one that has an established SOP). Is that the case?

  2. Pingback: Colin Powell’s 4 Rules For Getting To The Point « Akathisia: A Life In Motion — David Rosendahl

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