A Leader Can’t Stand By Themselves

This post is part of a series for Drexel’s INFO 324 class, Team Process and Product

Part of the curriculum of Drexel’s INFO 324 class is all about working effectively in groups (thus the team part of the course name), so what better way to make us more informed about how to be a good leader then to read about other successful people’s stories. The New York Times has a great series of leadership and management focused articles called Corner Office written by Adam Bryant.

I read an interview with the CEO of VMware, Paul Maritz. One aspect that I found interesting was when he mentioned that as his company grew, he couldn’t be “on the ground” making day-to-day decisions with his employees. Instead he has to evolve his management style in order to continue to be an effective leader. He also fond that he could not be self-reliant and introverted, and that not being introverted was something that he had to learn to deal with.

I find this statement extremely relevant to my leadership experience. I have been in a leadership position at Drexel’s student newspaper, The Triangle, for the past three or so years. In my evolution of passing on some of the more forward facing leadership positions, I have struggled with not doing everything myself, and being introverted. This article helped me realize that as an organisation changes (and your position in it) one previously successful management style may not continue to work. Moving forward, will work on taking a more hands-off approach and making sure that I forge an emotional connection with my fellow staff members.