I start with the premise that the function of leadership is to produce more leaders, not more followers.
Having committed myself to accelerating the development of the next generation of leaders, I find it helpful to either reinforce or extend my existing knowledge on the subject.
His comments did both.
We agreed that some things have changed since his days as a young leader stepping up into big roles in his 20's and 30's, compared to today's new generation of leaders. These include:
Francois Moscovici, an expert in retaining talent in business, points out that we are heading towards a shortage of 30 - 44 year olds. As more senior people start to retire or scale back their hours, the next generation of leaders will need to step up quite quickly. In many cases, they will be managing people older than themselves. This can lead to conflict as the younger leader is typically more ambitious and driven. Moscovici points out that will be essential that they acquire coaching and influencing skills to be effective.
We can experience the imposter syndrome when we find ourselves in a situation and then start to question whether we're actually good enough to be there, and whether we'll cope with any challenges. There is a little voice inside our head telling us that we may fail because we are trying to do something we've not done before. We can feel like a fraud, waiting to be found out!
How we relate with that little voice makes all the difference.
Here are 3 different ways (illustrated by examples from my own life):