Good team members choose to act on opportunities or problems without waiting for explicit directions or permission.
They take the initiative to anticipate issues before they arise and then proactively take steps to resolve them. This includes identifying gaps or bottlenecks without being prompted and seeking solutions to address those problems.
But those with the highest talent go even further.
Speak to experienced leaders and ask them to describe the most talented team members they have ever worked with, and they will tell you that those colleagues took uncommon initiative.
Their stories converge on the same two points.
The most talented team members ignore traditional hierarchy and, without thought for approval or acceptance, work to identify the needs, gaps, and opportunities that are not obvious to others.
Then they independently create new systems, programs, products, tools, or processes to address the issues. They do this without fear or the need to first seek permission.
They don’t ask for resources or favors. They simply go about their business and create, invent, and design.
While not all the designs and programs are useful or applicable in the eyes of leadership, the initiative alone is almost always well-received.
In many cases, the tools and processes these resourceful team members produce go on to change the organization or become a foundation for improvement.
Uncommon initiative typically sharesfour critical ingredients: one part curiosity and openness, one part courage and boldness, one part proactive purpose, and one part creative ideation.
Extraordinary initiatives flourish when team members do the work on their own, create an innovative outcome, and then fearlessly propose their thinking and work to leaders for consideration.
Without knowing how receptive leaders might be to their designs and ideas, most team members won’t invest the time and energy to create new outcomes or take the risk of showing leaders their work for fear of being rejected or ignored. They act with initiative but avoid taking big risks.
The highest talent doesn’t think that way or care about acceptance or deployment. When they see a big gap or opportunity, they seize the initiative.
They do this because they feel a deep sense of purpose and have a desire to push the organization forward without thought of their place in the hierarchy.
The best leaders keep their eyes peeled for team members who display such uncommon initiative. They may also find the courage to take such initiative themselves.
Taking extraordinary initiative requires confident self-belief and a focus on making progress more than on being accepted. The highest talent doesn’t wait to be asked, nor do they step back when others lack their enthusiasm.
They know that real opportunity never knocks. They open the door anyway.
A Daily Dispatch from the Front Lines of Leadership.
