*This article is composed of selected excerpts from actual assets used by HYDRAFT® in the course of client consultations.
[Can Anyone Be a Leader?]
When conducting member interviews with client companies, I often directly speak to mid- and junior-level employees about the growth potential of their leaders, including C-level executives. This is not to imply any hidden agenda toward specific individuals but rather to emphasize a universal principle: that anyone should have the opportunity to grow into a leadership role. Leadership appointments should not be based solely on age, experience, or short-term results, but rather on cultural foundations that the entire team and organization can rationally accept. If the team and organization do not collectively recognize or support a leader's authority, C-level management must be willing and able to take appropriate actions.
[Is Leadership Only for Leaders?]
Many people tend to view leadership (and ownership, similarly) as a special competency reserved for formal organizational leaders. In reality, however, leadership is a capability that anyone doing meaningful work must acquire and cultivate. Whether one is on the leadership path, a senior-level contributor, or even an intern, there will always come a time when leadership is required. For example, even junior-level members need a certain degree of leadership when executing their assigned responsibilities. Of course, to embrace this kind of grassroots leadership, the organization must first foster a positive and supportive culture.
[A Title Alone Does Not Make a Leader]
If leadership is a foundational competency expected of everyone, then “being a leader” is a role assigned to a specific individual. What’s critical to remember is that being assigned the role of a leader does not in itself establish one’s leadership. Leadership starts not with a title, but with the recognition and validation of one’s capabilities, results, attitude, and character by fellow team members. Without this collective validation, a person may wear the title but cannot be considered a true leader. Therefore, companies must build systems that incorporate member consensus and validation into leadership selection processes.
[Leaders and Senior ICs – Core Duties]
When distinguishing senior roles in an organization, I divide them into two categories: Leaders and Senior Individual Contributors (ICs). Both roles require a high level of experience and competence in their respective team domains. If a gap arises within the team, both Leaders and Senior ICs should be capable of stepping in immediately. Without this level of professional expertise, sustainable leadership cannot be maintained.
[Leaders and Senior ICs – Distinct Missions]
Leaders are responsible for monitoring and continuously adjusting the team’s cultural and capability balance—such as alignment in vision, performance, and growth. Senior ICs, on the other hand, dive deep into their areas of expertise, take the lead in solving practical problems, and help raise the team's overall professional standard. Those who choose the leadership track typically focus on organizational growth through literacy, management, communication, and coordination. Those on the Senior IC track prioritize product excellence, technological advancement, and team expertise.
[Leaders and Senior ICs – Different Paths, Equal Value]
Because there are usually fewer leadership openings compared to Senior IC roles, people often (mistakenly) perceive leadership positions as inherently superior. But in reality, these are just different ways of contributing to the organization. Both paths are critical to healthy organizational growth and must be equally respected. In fact, many Senior ICs who are regarded as gurus receive better compensation than some leaders. It’s also common for people to have strengths in both areas, and many prefer not to take on formal leadership roles at all. It’s worth noting that cultures shaped by Confucianism or Buddhism, such as those in many East Asian countries, tend to interpret roles and titles through a hierarchical lens, reinforcing this misconception.
[The Company’s Role in Member Growth]
A good company does more than just assemble individuals to perform tasks—it fosters a culture where members can grow over the long term. This allows individuals to discover whether they are better suited for a leadership or Senior IC path and choose their own growth trajectory. When a company instills such clarity and structure, growth and innovation in specific domains naturally follow. For members who aspire to leadership, the company must offer real opportunities—not just hollow words like “You can be a leader someday.” The organization should have a culture that nurtures leadership organically, providing opportunities to lead small projects or participate in decision-making processes—experiences that allow many to meaningfully develop their leadership capabilities.
[Mutual Growth Through Nurturing]
Nurturing for leadership—through learning and development—should be initiated by anyone, but the roles of leaders and Senior ICs are particularly crucial. Leaders, especially, must go beyond team boundaries to influence and shape company-wide culture and nurturing strategies. It’s worth emphasizing that nurturing is most effective when it aligns the organization’s goals (work outcomes) with personal development goals (individual growth). This kind of alignment cannot be achieved through words alone. Real change must happen through deliberate action at the team and organizational level.
To close, here’s a guiding principle I always share in leadership and leadership-related consulting:
“The abilities a person demonstrates to reach a leadership position are completely different from the capabilities required to fulfill that role. Unless one makes a conscious effort to develop leadership competencies, they will never gain true followership within the organization.”
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