Previously we discussed Adversity and Malaise.  Those conditions are not scheduled. Rather, they act as forces of nature that surface the postured Leader. Not every Leadership condition is this force of nature, blowing into the organization like a tornado. Not every Leadership Condition stimulates reactive Leadership approaches. Often members of an organization or team appoint someone to grab the reign of opportunity and Lead to success. This condition is Selection.

Selection may seem a little more obvious as a Leadership Condition then some of the other conditions mentioned in previous posts. It isn’t necessarily shrouded in dramatic stimulation but could simply be an expected tour of duty. It can be activated as a result of other Leadership Conditions as well as act as a trigger itself. Following is a definition of Selection:

This condition is when someone is chosen to Lead despite the presence of another condition. Selection is often a by-product of assembly. The leader is chosen by motion or appointment during selection.

The condition of Selection is common. It is often ritualistic or customary. It can exist as a result of every condition. It is simply the recognition that someone needs to be out front giving direction.

There are two types of Selection.  They are Natural and Forced Selection. Natural Selection is an internal process. Those directly involved accept the posturing of the Leader based on any number of variables to include experience, heir apparency, relationships, wealth, etc.  The second type is Forced Selection. This is sometimes internal but usually external. Someone other than the appointed sees the need to Select that individual to Lead. This could be management choosing a leader for a committee.  A team could be forming and the organization wants or needs someone to lead that team.  Don’t think of Force as a negative. It is simply an external force pulling someone into a Leadership position. Forced and Natural Selection can both be practices comfortably accepted by the recipients and their followers. The benefit or challenge with either depends solely on the culture of the organization.

The Dot.com model presents us with multiple examples.  In 1994 Jerry Yang and David Filo founded Yahoo. What started as a Stanford University project turned into what we know today as one of the top 3 internet search engines.  The project quickly moved from academic classwork to the full blown enterprise we all know today. As the sight gain “Rock Star” popularity, Jerry and David sought capitol funding from venture capitalist. Once they were successful acquiring this funding, they incorporated their organization.  Now was the time for them to Select their Leadership. They hired Tim Koogle of Motorola fame as the CEO and Jeffrey Mallett, founder of Wordperfect was Selected as the COO.  In this case, Yahoo drew us the picture of a Forced Selection.

In a non-profit where I occasionally volunteer, I witness numerous examples of Natural Selection. One in particular occurred when a position became vacant. This position was handling the local recruiting efforts for a popular University.  The previous occupant had taken on a different role in the association hence the opportunity. As volunteers, all were victims of a busy schedule and pending priorities. Despite this, a member who had been a part of the association for a number of years stepped up. Know him, he wasn’t planning on taking on this responsibility. I later asked him why the change of thought. He didn’t have a concrete answer but he settled for knowing he was the right person to do it.  His selection was Natural. Some internal trigger, stimulated him to step up and Lead.

Selection, Natural or Forced is a common condition.  There are advantages and disadvantages to both types.  For example Natural Selection may posture the wrong leader. However, Forced Selection is no guarantee for strong Leadership either. Think of the times you witnessed Selection.

• What was the situation?
• Why was Selection necessary?
• Was it Natural or Forced?
• Were you chosen through either method?
• What seemed to be the criteria for Selection?
• Were there other conditions that triggered the Selection?

Selection like all the Leadership Conditions is an opportunity for positioning talent. The process of Selection must be sound to increase the opportunities for success. The more flaws in the process the greater the chance that the wrong Leader may be challenged to negotiate the organization’s goals.

You can follow me on Twitter @TerrenceWing and @LiquidLearn