In the excellent movie The Intern, Jules Ostin (played by Anne Hathaway) is the founder and boss of a fast growing online fashion company when 70-year-old Ben Whittaker (Robert DeNiro) becomes an intern in the company after having a successful career of his own. Although his influence was quite hidden from the view of others, over time, Ben becomes a major influence in the life and leadership of Jules. Similarly, most visible leaders have one or two invisible leaders who are helping to serve and shape them. Here are a few real-life examples…
Akshansh Gupta is a young man from India who was born with cerebral palsy which resulted in him being 95% disabled. He cannot feed himself or even push his chair, yet he went on to get a Ph.D. in computer science from a top school in India!
Additionally, I was at a wedding where the groom, a gifted young leader, chose his dad (a good friend of mine) to be his best man, attributing so much of what he has become to the influence of his father.
These are two examples where people behind the scenes worked to help and shape successful leaders. Here are six things those who lead from behind do to lift others up.
1. They often put aside or defer their own opportunities.
In other words, they place others first. Their own success, advancement, and recognition are second. It is not that they always have to sacrifice their own opportunities, but helping someone else succeed often requires passing on what could have been good for themselves. This is similar to John the Baptist when he reminded his followers that it is Jesus who must now become greater while he himself must become less. Talk about a counter-cultural approach to life and leading!
2. They have little craving for credit.
We are all human. And most people crave some credit for their talents and successes. But those most successful at influencing others from behind the scenes often have a special ability to not have an insatiable hunger for their own recognition.
3. They protect.
Those who lead from behind are often exceptional at providing protection to those in front by warning them of dangers. And they do so in a way that is not attacking or threatening. Like an unarmed version of the Secret Service detail that protects presidents, they do this out of genuine duty and concern for the person they are behind.
4. They advocate.
An advocate is someone who supports and, in a sense, sponsors another person. They use their own credibility to help another person advance by acquiring new opportunities that would not otherwise be given to him/her. Invisible leaders are often quietly and carefully serving as a champion for the person they are behind. They put themselves on the line for the one they are advocating for.
5. They do good even when it doesn’t feel good.
Providing guidance, encouragement, and sacrificial support can be a thankless job. And it does not always feel “rewarding.” In fact, if it was left to “feelings,” these invisible leaders would quit. But they don’t. They see the big picture. And they do good even when it doesn’t feel good because they want to see others succeed.
6. They genuinely celebrate the success of others.
Have you ever felt annoyed that someone was experiencing recognition and then had to pretend that it did not bother you? Yes? Well that is not unusual. Most of us have at some point. But invisible leaders are different in that they receive their greatest reward when those they are supporting are succeeding, advancing, and growing. This brings them as much joy as their own success.
Every leader should have at least one or two people they are invisibly serving and helping to succeed. Can you think of someone for whom you are that invisible, behind the scenes champion? If not, consider choosing someone whom you can invest in and enjoy helping to succeed, without any credit for yourself except the reward of watching that person grow and positively impact others.
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Jay Desko is the CEO of The Center Consulting Group and brings experience in the areas of organizational assessment, leadership coaching, decision-making, and strategic questioning. Jay’s degrees include an M.Ed. in Instructional Systems Design from Pennsylvania State University and a Ph.D. in Organizational Behavior and Leadership from The Union Institute.
