Leader's Manual

It’s common to associate the word “leader” with someone who manages people or holds direct authority over others. In most business settings, a leader often has direct reports, greater responsibilities, and the power to hire or fire employees. While leadership can be defined in various ways, at its core, it is a set of behaviors and qualities that extend beyond formal titles. These qualities can be observed in individuals across different roles, from customer-facing employees to managers, and even individual contributors.

Individual contributors (ICs) span many different roles within organizations, including project managers, trainers, data analysts, and business intelligence partners, and typically do not hold much, if any, authority over others. Since most ICs don’t have employees who report to them, we don’t usually think of them as leaders. However, they often leverage the traits and qualities we associate with formal leadership roles. Over the last four years, I’ve held individual contributor roles across several organizations. I’ve discovered that, like those in leadership positions, I’ve needed to inspire, motivate, influence, and provide feedback to my colleagues and stakeholders. These aspects of my work have made me realize that, even without direct authority, I function as a leader in my organization. Here are some reasons why.

Self-management

As discussed in my post on The Law of Replication, self-management is a crucial aspect of leadership. Leading yourself effectively allows you to set a positive example for others and helps you build trust with peers and stakeholders. ICs often collaborate with others on projects or tasks, and when one contributor fails to hold themselves accountable, causing their work to suffer, it can negatively impact the entire team. Just as setting a good and inspirational example is vital for those in formal leadership roles, ICs must also embody this role for the colleagues they work alongside and the stakeholders they support.

Communication

Effective communication is one of the cornerstones of leadership. Leaders in formal positions need to convey feedback and expectations to their teams to be effective. Similarly, ICs must communicate effectively with their colleagues and stakeholders to ensure accountability and teamwork. In my role as a scheduling analyst, where I was responsible for scheduling phone agents for call centers, I found myself spending more time communicating the necessity and impact of those schedules than on building them. While communication is integral to any job, without direct authority, an IC relies on well-crafted communication to make their point and guide the business in the right direction.

Influencing without Formal Authority

Influencing without formal authority refers to the ability to impact the work and decision-making of others without holding a position of power over them. Just as a manager with direct reports can influence their team’s work, ICs can shape the decisions of high-level leadership. As Tom Kendrick mentions in his book Results Without Authority, “Earning the role of leader is building influence both within and outside of your project team.” ICs are often relied upon to provide recommendations and actionable insights to solve problems, complete tasks, or utilize organizational tools. Although business leaders are not obligated to follow an IC’s guidance, ICs can leverage their expertise, communication skills, and reputation to influence those at all levels of the organization. To be successful, ICs must understand their stakeholders’ priorities, anticipate potential pushback, and be prepared to demonstrate the value and effectiveness of their recommendations. This process requires the ability to inspire and motivate others to believe in your vision—qualities we typically associate with formal leadership.

Providing Coaching and Feedback

Even though most individual contributors do not have employees reporting to them, they often find themselves providing coaching and feedback to others. Being able to correct or guide team members while working on a project or task is crucial to its success. In my role as a scheduling analyst, I was responsible for building and managing schedules for phone agents, but I also had to provide feedback to leadership regarding the adherence to those schedules. For example, if a manager took their entire team off the phones for an impromptu meeting, leading to call delays and negatively impacting business performance, I had to coach that leader to ensure they understood the consequences of their decision. The type of feedback an IC provides depends on their role within the organization; however, the principle remains the same. Just as a team’s success reflects the effectiveness of a formal leader, an IC’s success is often tied to the success of the project or even the entire business.

In summary, the role of an individual contributor is often underestimated in discussions about leadership, yet the qualities and behaviors that define effective leadership are just as essential for ICs as they are for formal leaders. From self-management and effective communication to influencing without authority and providing critical feedback, ICs embody the core principles of leadership in their daily work. They are responsible for guiding projects to success, ensuring team accountability, and making decisions that impact the entire organization—all without the formal authority typically associated with leadership roles. By leveraging their expertise, building trust, and demonstrating leadership qualities, ICs can significantly influence their organizations and drive meaningful results. Ultimately, leadership is not defined by title or position but by the ability to inspire, motivate, and lead others toward a shared vision, all tasks that ICs perform regularly.

Featured image by Crew on Unsplash