Leader or Overachiever

By Dr. Edwin Weaver

Unique Leaders

In this fast paced world, the person who can out perform others is promoted to the top. In some cases this is a benefit, but when it comes to true leadership, it can be a curse.

The desire to achieve is a major source of strength in business, and it is on the rise. Unique Leaders consulting firm has seen a steady increase in the extent to which achievement motivates managers. There's a dark side to the trend, however. By relentlessly focusing on tasks and goals, an executive or company can damage performance.

Overachieves tend to command and coerce those below them. They do not cultivate followers. They cultivate employees.

The overachiever is driven by power or a lust for power. In contrast, the true leader is driven by a vision of improvement. The overachiever draws his strength and power from controlling other, while the true leader draws his strength and power from empowering other to see a future that was hidden from them or that they though was unattainable.

The overachiever is forceful, where as the true leader is charismatic. Studies show that great charismatic leaders are highly motivated by socialized power.

The company may feel that the overachiever is a blessing, but in the end, he is a curse. Instead of developing a strong loyal crew or team, he develops resentment. There has been much research done on the subject and they all show that turn over under an overachiever is much higher than under the charismatic leader. The turn over can be up to 40 times higher. With the cost of searching for qualified employees and their training, the overachiever is costing the company more than his achievements could possible profit the company.

Rather than order people around, the true leader provides vision, seeks buy-in and commitment, and coaches. The true leader seeks to understand himself and how he can be a benefit to all concerned.

If you're an overachiever seeking to broaden your range, you can study your actions and ask your team, peers, and manager to give you honest feedback. You can adopt specific new behaviors, such as engaging your team in a discussion of how to achieve goals, rather than issuing a set of directives. The company as a whole can play a part, too: Organizations must learn when to draw on the achievement drive and when to rein it in.

For more on development of true leaders contact Unique Leaders