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What Leaders Can Learn from "The King's Speech"

Guest post by: David Carter

Article Overview: Accepting support isn't a sign of weakness; it's a sign of courage and strength. Only strong, self-aware leaders can analyze a situation and see, realistically, what they can or cannot face alone.

What Leaders Can Learn from "The King's Speech"

Many of us struggle with asking for, and accepting support -- the support we need to perform, like King George VI, to our potential. We often think that we should be able to do it alone -- to have all the answers. Yet, in failing to receive support, odds are, we are depriving ourselves -- and our organization -- of our true ability to be great.

In the movie "The King's Speech," England's King George VI works with Lionel Logue, an unorthodox Australian speech therapist, to conquer his stammering speech. As they work together they become friends, and reluctantly the new king relies on Logue to help him make a radio broadcast at the beginning of World War II.

This movie can be seen as a parable -- a story about how a leader can heal from the wounds of broken trust. King George VI had to deal with his childhood betrayals before he could "find his voice" and become the leader his country absolutely needed at that time. However, he found it hard to ask for -- and accept -- the support from others that he, as a new leader needed.

Accepting support isn't a sign of weakness; it's a sign of courage and strength. Only strong, self-aware leaders can analyze a situation and see, realistically, what they can or cannot face alone.

In their work with leaders, Dennis S. Reina and Michelle L. Reina, co-authors of "Rebuilding Trust in the Workplace," find that there are three common, instinctive reactions to the idea of receiving support.

Here is their advice and insights for how to deal with them:

"I'm the leader here. I can't let on that I need help."

Sure you can. People expect you to lead, and if accepting support from others will help you be an even better leader, it's your best course of action. What's more, by example, you're letting your leadership team, among others, know that it's okay to receive support--to embrace their own human-ness and to learn and grow through and with other people. That awareness can help deepen their connections and commitment to one another and to the organization as a whole. It also builds trust and respect.

"I don't know who I can trust. I don't want to open myself up to be vulnerable."

Make a wise choice -- and take the risk. Playing it close to the vest may be your default, but that doesn't mean it's the smartest thing to do. Also, ask yourself if you're really concerned about trust or, more likely, just about letting others in. During highly stressful periods, in particular, you might unreasonably question everyone's intentions. Resist those doubts and fears. They can--and will--hold you back.

"I want to be the best leader I can be for my organization. That has nothing to do with my personal life."

Really? You're a whole person, and your success comes from the sum of all your experiences. Additionally, as a leader, your ability to build and rebuild trust with others has a lot to do with how you've dealt with (or haven't dealt with) situations of broken trust in your own life. If you don't want to "go there" with someone within your organization, look for someone on the outside -- your Lionel Logue.

I encourage you discuss and analyze this concept in your next monthly leadership team meeting (you do have one don't you?). Contact David Paul Carter if you would like to learn more.

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Article Tags: advice, David Paul Carter, insights, leader, selfaware



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