In Praise of the Incomplete Leader.

Today’s top executives are expected to do every thing right, from coming up with solutions to complex problems to having the charisma and prescience to rally stakeholders around a perfect vision of the future. But no one leader can be all things to all people. It’s time to end the myth of the complete leader. Those at the top must understand their weaknesses and their strengths. Only by acknowledging what they lack can leaders fill in the gaps with others’ skills. The incomplete leader has the confidence and humility to recognize unique talents and perspectives throughout the organization—and to let those qualities shine. The authors’ work studying leadership has led them to develop a framework of distributed leadership. Within that model, leadership consists of four capabilities: sensemaking, relating, “visioning,” and inventing. Sensemaking involves understanding and mapping the context in which a company and its people operate. A leader skilled in this can quickly identify the complexities of a given situation and explain them to others. The second capability, relating, means being able to build trusting relation- ships through inquiring (listening with intention), advocating (explaining one’s own point of view), and connecting (establishing a network of allies who can help a leader accomplish his or her goals). Visioning, the third capability, means coming up with a compelling image of the future. It is a collaborative process that articulates what the members of an organization want to create. Finally, inventing involves developing new ways to bring that vision to life. Rarely will one person be skilled in all four areas. So it’s critical that leaders find others who can offset their limitations and complement their strengths. Those who don’t will not only bear the burden of leadership alone but will find themselves at the helm of an unbalanced ship. INSETS: Engage in Sensemaking;Build Relationships;Create a Vision;Cultivate Inventiveness [ABSTRACT FROM AUTHOR]