Leadership

Difficulties of Leadership

It is difficult to be a leader. No matter what decision you make, it will affect every facet of individuals differently. People always focus on what a leader did wrong – even if there was but one mistake, it becomes the focal point on which people will attempt to use reason to tear them down. Leadership places an individual in a position where judgment is constant and rarely forgiving. Silence can be interpreted as indecision, while decisiveness can be mistaken for stubbornness. Even success often invites scrutiny, because people question whether the outcome could have been better, faster, or achieved with fewer sacrifices. This reality makes leadership inherently uncomfortable, as it demands resilience in the face of criticism that is sometimes constructive, but often emotional or misplaced. 

Now, this is not going to be a lecture on the dynamics between leaders and the tendencies of people regarding them, but rather a focus on what makes a leader great. Greatness in leadership is not perfection, nor is it the absence of mistakes. Instead, it is the ability to persist, to learn, and to maintain integrity when circumstances are less than ideal. People do what people see (John Maxwell, 1998). Leaders wield influence, whether they actively acknowledge it or not, and who they are and what they do inevitably reflects in their environment. A leader’s behavior sets a standard. If accountability, discipline, and optimism are practiced consistently, they become embedded in the culture. If inconsistency, frustration, or disengagement are displayed, those traits will surface as well. 

Leaders must lead by example; it is one of the key differences between leadership and management. Management can function through instruction, hierarchy, and structure alone. Leadership, however, requires visibility and personal involvement. Instead of always telling those around you what to do, you ought to show them what and how to do it. This does not mean you must be an expert in every field or task, but rather that you secure trust and inspire those you intend to lead by demonstrating that goals are attainable. When people see a leader willing to engage, struggle, and learn alongside them, it fosters a sense of shared purpose rather than imposed obligation. 

Leadership is not new to me, but that does not make it any less challenging. I have been a leader many times before, during my senior year of high school as president, before moving to Finland as communications director at an automobile company, and now, as the business leader of Averi. Each of these roles came with different expectations, pressures, and learning curves. In high school, leadership was closely tied to representation and visibility. In a corporate environment, it demanded professionalism, clarity, and alignment with broader organizational goals. In Averi, leadership feels more complex because it requires balancing ambition, collaboration, and accountability within a team of peers. 

In no way am I saying I am an expert in this field – far from it. I want to learn from my mistakes and reflect on them, and I hope to discover faults within myself through this reflective text that I have not yet realized, as well as my shortcomings as a leader. Self-reflection is uncomfortable, yet necessary. It is far easier to attribute stagnation or dysfunction to external factors than to examine how one’s own actions, or inactions, may have contributed to the situation. 

Leadership is tested in crisis, not comfort (Richard Nixon, 1982). It would be pretentious of me to say that I was elected business leader amidst a crisis, unless one considers stagnation a crisis. The team was not failing, nor were we under immediate threat. However, we lacked momentum, direction, and urgency. Over time, this absence of movement fostered complacency. We grew comfortable with maintaining rather than advancing, and gradually became directionless. While stagnation may not appear dramatic, it can be one of the most dangerous states for a team, as it quietly erodes motivation and accountability. 

Momentum is a leader’s best friend (John Maxwell, 1998). Momentum creates energy, belief, and forward motion. Of course, momentum cannot simply be declared into existence. The team must be motivated and aligned with a shared vision and mission to accomplish its objectives. The leader must steer the ship and navigate, but without the ship’s masts being manned, there is not much the captain can do. Leadership is not a solitary endeavor. Even the most capable leader cannot move a team forward without collective engagement. 

This is the challenge I now face. Every member of Averi is capable and possesses unique talents. Individually, we demonstrate strong metacognition and self-awareness. However, there is a lack of team cognition, or at the very least, it is not present in our everyday interactions. We think well as individuals, but not consistently as a collective. This gap manifests in fragmented efforts, misaligned priorities, and a lack of shared accountability. Do not get me wrong, I am hopeful toward the team. The potential is evident. What remains unclear are the methods needed to translate that potential into cohesive action. 

It is possible to resolve this situation, and there are several approaches that come to mind. Only secure leaders give power to others (John Maxwell, 1998). I believe the strength of a leader lies not in control, but in their ability to empower others. When responsibility is genuinely entrusted to individuals, it creates ownership. If each person is aware of their task and understands how it contributes to the broader mission, leadership becomes less about enforcement and more about alignment. Trust is built when people feel relied upon rather than micromanaged. 

Delegation, however, requires vulnerability. It involves accepting that others may approach tasks differently, and that outcomes may not always match one’s initial expectations. This is where security in leadership becomes essential. Empowering others does not diminish authority; it amplifies it by fostering a culture of mutual respect and competence. In such an environment, momentum becomes sustainable rather than dependent on one individual’s effort. 

Who you are is what you attract (John Maxwell, 1998). This law has forced me to confront uncomfortable truths about myself. I have faced many challenges, both personally and professionally, and these inevitably reflected upon the team. Stress, uncertainty, and frustration are rarely contained; they seep into interactions, decisions, and tone. If I am unsettled, it is unrealistic to expect stability from those around me. 

If I find solutions to my own problems, it may very well provide the key to the success of the team. The solution could be simple, though not easy. If I am doing well, the team will do well. Positivity inspires positivity in others, just as negativity breeds hesitation and disengagement. While I do consider myself an optimist, I have a tendency to voice concerns more readily than optimism. Though transparency is important, excessive focus on problems may unintentionally undermine morale. 

I have also voiced my agitation about inheriting unresolved issues from previous leaders. While those frustrations may be valid, I now recognize that dwelling on them serves little purpose. Leadership demands ownership, even when circumstances are inherited rather than chosen. Great leaders transcend the circumstances they inherit (Richard Nixon, 1982). This does not mean ignoring reality, but rather refusing to be defined by it. 

It is time to act, to provide direction, and to move forward without being anchored to the past. Progress requires decisiveness, even in the absence of certainty. Looking backward offers comfort through explanation, but leadership demands forward motion despite ambiguity. Irrespective of the difficulty this may bring, choosing action over stagnation is necessary. Growth rarely occurs without discomfort, and leadership, at its core, is an ongoing negotiation between responsibility, humility, and resolve. 

In reflecting on my leadership journey thus far, I am reminded that greatness is not a fixed state, but a continuous pursuit. It is shaped by daily choices, honest self-assessment, and the willingness to evolve. Leadership will always be difficult, but it is within that difficulty that its value is found.