From time-to-time I am asked about how to build the capacity of leaders. When I consider the concept of building capacity, I think of it as any effort made to improve abilities, skills, and expertise. I think of it as it relates to individuals. If I want to help a person build his/her capacity, I have to start with someone who is motivated to do so. The desire must be in one’s heart, one’s attitude, and one’s discipline.
Our desire to build capacity, or mastery, starts at a very young age. Watching my two young grandchildren (one almost two years old, the other almost four months), I see that they are building physical and intellectual capacity at a rapid rate. This process will go on instinctively for some time. Sometimes that mastery is to show off for their parents; sometimes it is to please a teacher; many times it is for the children’s own enjoyment.
I’m not sure when – or if – it becomes intentional, but I am always amazed at the variation of when people are ‘done’ building their capacity. When does this happen? And why? Some people never lose the thirst to learn, to improve, to master some aspect of their life. They are life-long learners. Others, however, are not. They seem to reach a point in their development and stay there, seemingly by choice. But why?
After reflecting on the question, I have observed four factors that seem to be at work. (There are likely more.)
• The effort for the reward is not great enough.
• They are satisfied with where they are.
• Their concept of self is limiting rather than expansive.
• They don’t have the energy to make the effort. (This may be a result of physical, intellectual, emotional, or spiritual depletion.)
I will explore this more next time, but for now, let’s look at the value of building capacity.
When Richard and I work with members of our Leadership Academy, much of what we are trying to do is build their capacity to lead. Some of this entails self-evaluation … How do they see themselves? How do others see them? How do they interact, create and sustain relationships, solve problems, and handle stress?
Some of the work is external. How do they think? How do their beliefs and assumptions show up in their approach to a variety of situations? Capacity, as opposed to skill, is about an overall increase in ability to operate in a wider variety of undefined situations successfully. We want to help professionals meet their goal of being better people and better leaders.
I also think of capacity as the emergence of the highest version of ourselves. Sometimes I refer to this as becoming more of who we were created to be. It is often difficult work, as we face various challenges that push us to a place of discomfort. The choice is ours … What do we want? It is the core question that either informs us that there is a gap between where we are and where we want to go, or that there is no gap at all. How we answer the question often determines the quality of our life.
There are many building blocks along the way. What are you building? What does the ‘highest version’ of yourself look like.