Where does your authority come from as a leader? Why do people listen to you? Is it given to you based on your merits? Did you earn it through achievement? Unlikely. While achievement and merit pave the way for positions of authority, it isn’t the source of your authority.

Authority stems from your willingness to enter into a very specific social contract. Being in a position of authority means being willing to take responsibility for others and make decisions on their behalf. People give you authority because you agree to accept specific sets of responsibilities when it’s needed and they think you’re the best person for it. You’re telling others that you’ll be there to take ownership and do things that other people can’t or won’t do in a moment of crisis. Authority means serving and being of service. It means owning the concerns and worries of others.

Many leaders spend their careers hoping the bill never comes due, that they’ll never be asked to step into a big moment. In dire circumstances, we find out that many are not prepared to take ownership for those under their care. Our current health crisis is exposing these kinds of people.



What does it look like when a leader shirks their responsibilities in a crisis?

They defer responsibility for acting and responding onto others. “This isn’t my job. I just work here. Someone else is supposed to handle this.”

They act like the victim and accuse their constituents of being entitled “You all ask too much of me. You’re too needy and entitled. You’re lucky I’m here.”

They gaslight you, denying that any crisis exists “Everything’s fine. You’re exaggerating and we should all get back to business as usual.”



When your make or break moment comes as a leader, it’s your job to rise to the occasion. Like other crises before it, COVID-19 is showing the world the difference between true and fraudulent leadership.

The buck doesn’t stop over there. It stops with you. Your job is to use your authority to take responsibility and empower yourself and others to take necessary action. By clutching to your authority but abandoning the responsibility that comes with it, you leave a vacuum that others without your reach are forced to fill.

Make it clear who is in charge. Be seen by your stakeholders as the person with a clear plan. Arne Sorenson, CEO of Marriott, made news recently for making a bold public statement, cutting executive pay, and showing that he’s conscious of the serious need for strong action in the current moment. He’s showing solidarity with those that depend on his leadership. Even if there was nothing else he could do in light of current events, he did something that resonated with other people.

What can you do from your platform to make an impact on others, even if it’s symbolic? What will you wish you did looking back? Don’t look for someone else to give you permission to do something meaningful. When your team needs you, you shouldn’t worry about company politics or arguing over who gets their name in a press release. Once you stop worrying about how your actions impact you, and start focusing on how they might impact others, you’ll think clearer about how to get your team through this. Tough times are where you mend fences, form alliances, and worry about past grievances later. Why do you have your platform if you’re not going to use it?

Have an example of someone that’s rising to the occasion? Please share. Message me on Twitter or send me an email. Appreciate my advice? Share this post with someone who could benefit. Good luck out there.

Patrick

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