How to develop a Leadership ID

Many leaders have internalized an image of the ideal leader, and they try to live up to it. Most of the time, this doesn't work. Because leaders are most effective when they use the "best" aspects of who they are as a person as the basis for their self-image as a leader and their leadership style.

Do not emulate "false" leadership ideals
Instead of emulating (leadership) ideals that don't suit them, leaders should develop their own leadership ID - in other words, become aware of it,
- which individual combination of experiences, qualities and talents makes them unique and distinctive as a person and leader, and
- which individual "resources" they can easily and naturally draw on to develop their leadership potential.

Only then can they be successful as a manager in the long term.

Develop more self-awareness
Your leadership ID does not come about by itself. You must develop it by
- Reflect on your life and experiences and
- Identify your values, strengths, skills and passions.

There are eleven aspects to consider, which can be divided into internal and external.

The seven inner aspects
1.One's own biography: "Where do I come from?"Every leader has his or her own history that makes him or her the personality he or she is. Experiences from childhood and in the parental home, cultural and social imprints, personal setbacks, disappointments and successes - all these factors shape your ideas of what a "good" leader is and how they behave. Make yourself aware of them.
2. Motives: "What drives me?" Our motives tell us why we do what we do. For example, do we have a desire to create things? Do we seek thrills? Do we seek recognition? Everyone has their own set of life motives. If you know what drives you, you'll know how to shape your leadership role for long-term satisfaction and success.
3. Values: "What do I stand for?"Values are the inner compass that tells us whether something is right or wrong. Be aware of your values because every leader needs a clear value system to make the right decisions even in complex and ambivalent situations. 4th Mission: "What am I standing for?" Every person has the desire to do something meaningful in his life. And when he knows what is meaningful to him according to his value system, he has found his mission. A manufacturing executive may have a mission to produce quality with their team; an organizational developer may have a mission to ensure that the company's employees can identify with their employer. What is your mission? What gives meaning to your work?
5. Effect: "What do I want to be recognized by?"The leadership ID of a manager is reflected in his or her concrete behavior; in other words, the values, motives and mission of a manager should be recognizable to outsiders in his or her behavior. Which behavioural patterns and modes are typical for you - for example, when leading employees, when communicating with them?
6. Resources: "What are my sources of strength?"In order to maintain our own leadership ID and to have the necessary energy even in difficult times, we need sources of strength. These can be sports, hobbies, family, friends, meditation, religion and much more. Ask yourself what your sources of strength are that help you recharge your batteries.
7. Legitimation: "Why am I the right person here?"A leader must be convinced of this: I can make a positive difference in this place or in this role. This is not about harboring fantasies of omnipotence, but having and radiating the self-confidence and self-assurance necessary for success - partly because you know your strengths, but also your limits. So look for your answer to the question: Why am I the right person here - in this company, in this industry/function?

The four external aspects
A manager is always integrated into a context and a network of relationships. In addition, they have a task or function in their organisation, which in turn results in requirements and challenges.
8. Stakeholder: "With whom do I have a relationship?"A manager is always also a manager of numerous, more or less strongly developed dependency relationships - for example with employees, customers, suppliers, one's own superiors. But your life partner is also a stakeholder who significantly influences how you feel, think and act. Be aware of who are important relationship partners for you and in which form of dependency you stand to them.
9. Expectations: "What are the needs of my stakeholders?"Each stakeholder has interests and needs as well as conscious or unconscious expectations of you as a person and/or manager. Try to understand these expectations and/ or ask for them, if necessary, so that you can then decide: How to deal with the multiple expectations?
10. Problems: "For which challenges do I provide a solution?"A manager cannot fulfil all the expectations that are placed on him or her - especially as they often result in conflicts of objectives and interests. She also cannot solve all the problems in her environment, because her resources are limited. Therefore, it must not get bogged down. So ask yourself: To which expectations, tasks, etc. do I say yes - to which no?
11. Roles: "What are my main roles?"A leader has many roles in the context of his or her work - sometimes he or she is called upon as a boss, sometimes as a motivator and inspirer, sometimes as an advisor and expert, and then again as a facilitator or planner and organizer. Be aware of these roles and ask yourself what your main roles are based on your leadership ID and function in the organization and which roles you do not want to take on or only in exceptional cases.

Tips for Developing Your Leadership ID
Ask yourself the above questions when you have two or three hours of time and leisure, and answer them in writing if possible. It would be an illusion to assume that you can develop your leadership ID in no time at all, because this involves a process of self-reflection and self-awareness.

So keep asking yourself the above questions and see if the answers given still satisfy you. You should also talk about this with one or two people you trust or with a coach. Because everyone has blind spots and it is not uncommon for our self-perception to differ from the perception of others.

If you do this, over time you will develop a clear picture of what makes you a leader. Then you can, for example, act more confidently in your current leadership position because you know: "I'm exactly right here because ...". However, one outcome may also be the realization, "I should change in the medium term - for example, because the expectations placed on me as a leader in this company in this position don't match my values." If this is the case, you should do the same!