Laura Famularo: President, Co-Founder at Famular LLC
Ascending to larger leadership roles requires individuals to reflect on how they need, want and must evolve as a leader. The ability to “lead bigger” is often discussed, but what does this mean?
“Leading bigger” refers to the shift in mindset and behavior required as leaders take on more significant roles with broader responsibilities. This concept is about expanding one’s leadership capacity to think and act at a higher, more strategic level, focusing not just on a single department or function but on the entire organization.
Here are some key aspects of “leading bigger”:
1. Enterprise Thinking: As leaders ascend, they must broaden their perspective to consider the overall health and success of the organization, rather than just the success of their specific area. This means making decisions that benefit the entire enterprise, even if it means compromising on what might be best for a smaller team or department.
2. Strategic Vision: Higher-level leadership requires the ability to think long-term and strategically. Leaders need to envision where the organization should be in the future and develop plans to get there, considering external market forces, internal capabilities, and competitive dynamics.
3. Cross-Functional Collaboration: Leading bigger involves breaking down silos and working across different functions or departments. This requires leaders to build strong relationships, foster collaboration, and create alignment among diverse teams to achieve common organizational goals.
4. Complex Decision-Making: With broader responsibility comes more complex decisions that often involve multiple stakeholders and conflicting interests. Leaders must be able to weigh these complexities and make decisions that optimize outcomes for the entire organization.
5. Organizational Culture and Values: As leaders move into larger roles, they become stewards of the organization’s culture and values. They must ensure that their leadership reflects and reinforces the desired culture, guiding the organization in a way that aligns with its core values.
6. Empowering Others: In larger roles, leaders must delegate more and empower others to take ownership of their areas. This involves trusting and developing their teams to make decisions, enabling the leader to focus on strategic priorities.
7. Navigating Ambiguity: As the scope of leadership expands, so does the level of uncertainty and ambiguity. Leaders need to be comfortable navigating these uncertainties, making decisions with incomplete information, and adapting as new information becomes available.
By evolving in these ways, leaders can “lead bigger” and effectively guide their organizations toward greater success, while also fostering an environment where others can thrive and contribute to the organization’s overall objectives. What resonates with you? How are you demonstrating these attributes? What do you find most challenging?