In the community, voluntary, and social enterprise (CVSE) sector where most of my coaching happens with leaders and teams, many people admit to squirming at being called "leaders."
I myself have landed the term into a group space and felt the energetic shift of discomfort.
I began to call it out and be curiously direct.
‘Do you see yourself as a leader?’
‘Is it a comfortable label or role for you?’
Perhaps you're a project coordinator sandwiched between senior management and frontline staff, or maybe you're running a small community initiative or business with moral or ethical impact? Perhaps you are a founder of a charitable cause that evolved from your own lived experience. Then there are CEO’s and ‘heads of’ led by your values of a flattened hierarchy structure or decentralised systems that long to rid yourself of the emblem of ‘Leader’ despite having the responsibilities to match.
Some leaders find themself as a diverse being, facing others' collectiveness which can amplify feelings of ostracisation and un-sure-footedness when you navigate 'them others' or entrap yourself with comparison.
The term "leader" might feel too grand, too presumptuous, or simply uncomfortable.
It comes with daunting responsibility at times. Let's be honest; much of it we would prefer not to have.
Then there is the whole ‘impostery’ stuff.
‘I’ve blagged my way here’ disbelief tricks you into believing leaders know and are someone that doesn’t walk, talk or breathe like yourself. Some other miraculous creature - beyond your very self-belief.
There are those fearfully stressful moments of feeling like ALL LEADERS know everything, have their sh*t together ALL the time, and are unwavering in any situation ( oh what fallacy we weave for ourselves).
Or when the buck notoriously falls to you, and you nostalgically long for a simpler time.
Someone once said they were constantly ‘playing catch up’ having stepped up internally and incrementally in the same organisation. And feeling like they were learning what they needed to know last week, or a month before always a week ‘too late’ - on the edge of catastrophe at any time.
These leaders (from within an organisation) also have to unravel the complex relationship dynamics of going from colleague one day to ‘boss’ the next - whilst hopefully supportive, this alone causes complexities in leadership roles and a desire to ‘be friends’ whilst also thinking and behaviour with new strategic boundaries and relationships to configure.
This discomfort of the ol’L word is actually very natural, and was one of the many motivations that inspired our Re; Wilding Leadership programme to help you turn that ‘uncomfortableness’ into something that brings vitality to your role and team community.
The Middle-Management Mindset
Traditional organisational structures often place us in curious positions. You might be responsible for project delivery, team well-being, and strategic decisions, yet you don't see yourselves fitting the conventional leadership mould.
Seeing the potential: You’re ‘sitting in the middle’ role as a middle manager, isn’t some weak flaw or place of contention. It's a reflection of the CVSE sector's unique character, where collaboration and horizontal relationships often matter more than hierarchical authority.
That might not always feel like it's happening in culture or practice and your skills for leadership here invite you to gain skills in a number of directions. This is where confidence, resilience, communication skills and embodying your values can play an impactful part. If you are squished too much each time (staffing issues VS strategic expectations) you’ll feel squished yourself and so will your potential to innovate and create healthy cultures (a key leading role) - this is something we help you unpack at Re; Wilding Leadership.
Everyone's a Leader: Reimagining Leadership
The truth is, that leadership isn't about titles or organisational charts. It's about creating conditions where others can thrive and fulfil their potential. To activate uniqueness and I SO LOVE how the woodland can deepen inspiration of this. Its a big relief for leaders/managers when you realise that actually one of your core roles, isn’t to have all the answers, its to deepen connection with others and inspire them to be at their best. When we shift our perspective from "being in charge" to "enabling growth," something remarkable happens. Team members feel empowered to take initiative, workplace wellbeing improves, and burnout becomes less likely.
And when you are driving home at the end of the day, or closing your laptop of your final to-do, you’ll be able to breathe with space and energy and bring more of that the next day too.
The Gift of Discomfort
We actually commonly feel discomfort when we are in growth or resilience mode that expand our parameters to be and lead.
Feeling uncertain about identifying as a leader often stems from:
- Imposter syndrome ("Who am I to lead?")
- Self-doubt about decisions
- Fear of responsibility
- Concern about maintaining authenticity
- Lack of psychological safety or trust in workplace relationships
- Bad experiences or misunderstandings from the past
- Identifying potential and opportunities for learning, knowledge and experience expansion
There is of course a difference between discomfort, a handy place to grow. And distress.
Which calls on personal compassion, support and nurturing.
At Re; Wilding Leadership programme we contend with your connection with both, because often you may experience frames a little to extreme to 'keep on going' with.
It's so easy to feel like this uneasy feeling means you are not made for leadership, like you are failing or shouldn’t be where you are. Yet it can be useful feedback and information that - received with curiosity - can support you to acknowledge signs of thoughtfulness and humility.
When you know where the potential to lead can evolve for you, and what conditions you’ll need to move from discomfort to emergence as an ever-evolving leader. There is the potential to make us even better at what we do by keeping us grounded and open to learning.
Leading is not doing, its being and the sector and our communities need leaders whose values and uniqueness (plus wild spirit) can ignite innovation and adaption that helps health, happiness and resilience collectively.
Perhaps now is the time to explore a nuruturing space for personal growth and help yourself move more confidently into the space of 'leadership'
You'll realise that every day - in life and work we lead- that we can make a profound and positive impact in the world, leading with conscious authenticity and valuing healthier and nurturing cultures in which to allow our own style to unfold.
Our next cohort begins March 20th 2025 with our first group session in the woods.
We have spaces for leaders looking to find space, time and resources to embolden your leadership impact.
What is Re; Wilding Leadership?
A four-phase seasonal group programme - committing to four days in the woods together near North Yorkshire in which to explore yourself, your team, your organisation and wider ripples of partnership & community. Focused on a culture of health, happiness, creativity and plenty of wild impact.
Where leaders aren't left behind or left sacrificing your own health for the good of others.
Between each group session, you have one-to-one coaching support and monthly online resources.
Time to connect and explore with peers and the opportunity for us to reflect and evaluate after the programme is complete to ensure you have sustainable strategies for life-long leadership and well-being.
Read a programme endorsement from previous cohort member here
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