3. Begin with Depth, Progress to Breadth
Developing into a competent leader takes skill and time, and excellence even more so. Given that leadership is inherently an interdisciplinary art, it is one of those rare fields that requires both depth and breadth of knowledge ... The areas of relevance are quite a number: the specific field of expertise of the manager (whether marketing, design, or finance), people management, personal and interpersonal psychology, economics, ethics, communications, and so on and so forth. It can be quite easy for an aspiring leader to feel overwhelmed, and perhaps confused, as to how to proceed in managing all that must be done and known.
The key is to proceed gradually, and methodically, and to focus first on depth of knowledge: foremost on your area of expertise and managing your unit well. It is wise, as we develop our careers, to start by concentrating our forces and becoming very competent in our particular domain, including, of course, the art of management. This makes us more useful to our superiors and our organization, and it also leads eventually to a true depth of knowledge, even to mastery, in our particular field.
To know how to wait is the great secret of success.
― Joseph de Maistre (1753-1821), Philosopher, writer and diplomat
Once we are firmly established, and strong, in our field, we are better placed for advancement within the organization. Secondarily, we are also now better positioned to develop ourselves, gradually, into more areas of knowledge relevant to leadership. Namely, we have established a firm foundation from which to develop the breadth of knowledge needed for career development and leadership progression. Perhaps, at this stage we will deepen our understanding of management and interpersonal psychology, work more on our own limitations, learn the art of public speaking or cultivate our diplomatic skills.
Most successful leadership careers actually follow this pattern: they begin with depth and progress to breadth. The reason is clear enough: this is in reality how most career development naturally unfolds. You start small, in your area of expertise, managing your unit, and gradually grow from there into larger and larger roles and spheres of responsibility. This makes sense, and it is also wise of course, because genuine and superior leadership takes time to come to fruition.
Sometimes, of course, there are exceptions to the rule. Namely, there are what you call fast-risers, or even meteoric ascents to leadership positions, and even to power and fame. This is especially common in the world of entrepreneurship. However, as admirable as these “success stories” may seem, leaders should generally avoid leading in a hurry; unless they happen to be one of those rare phoenixes of brilliance combined with preternatural wisdom. These have been seen before on the historical stage, of course, but they are extremely rare - on the order of true genius. For the rest of us, we would be wise to heed the advice of the old bard, Shakespeare himself, and proceed “wisely and slow.”
When fortune surprises us by giving us a great position, without having led us there by degrees ... it is almost impossible to uphold it well, and to appear worthy of it.
― François de La Rochefoucauld (1613-1680), Political figure and moral philosopher
The truth is that there is no shortcut to leadership excellence, and even less so to greatness. If only it were that easy. Fast-risers can arrive at high positions, but this entails serious risks. And once they’ve reached a higher perch, they are obliged to slow down and diligently apply themselves to catching up, for they must now rapidly develop the breadth of knowledge that the new promotion demands of them. And all the while, they must make sure not to commit major blunders, and not to fall from their high perch and break their wings - which, as all leadership experts know, is an all-too-common fate of fast-risers ...
So, for all those who take on the leadership path in earnest, whether in business or government, or as a rising thought leader or public figure, remember to have respect for natural laws, and do your best to consciously cultivate them in your careers, including one that can almost never be dispensed with: begin with depth and progress to breadth.
Putting it into Practice
Seek out advisors and mentors who can support you, as you learn and develop yourself as a leader. Ideally, your professional mentor will have already accomplished the career arc – or a good portion of it – which you yourself might be interested in pursuing.
Seek feedback, on a regular basis, from advisors and mentors to identify areas of strength and weakness.
Devote yourself in earnest to becoming really competent in your area of expertise, or as they say: master your craft.
Develop a gradual plan that stages your learning from depth to breadth.
If you are offered a promotion, consider it very carefully to ensure that it is in fact a good fit and a good work environment, for indeed not all promotions are wise to accept.
Avoid developing a pattern of leading in a hurry.