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When we're asked about the meaning of leadership, we both emphasize a broad definition that goes beyond traditional hierarchical roles.
Hilly: As an Organization Development Manager, I view leadership as "a mindset, or an attitude of how to inspire others to collaborate or work together for a goal."
This highlights an environment where influence and collaboration are highly valued, regardless of a formal title.
MFV's rapid growth has significantly shaped our leadership journeys.
Hilly: Having witnessed MFV scale from under 100 to over 370 members, I am clearly aware of the distinct challenges and higher level of leadership required within the organization. This is partly attributed to MFV's strong M-V-V-C (Mission-Vision-Values-Culture), particularly its emphasis on culture, which fosters a high sense of ownership among members. This dynamic environment has pushed me to "improve my leadership not only for myself, team members, but also for other stakeholders in MFV, then in MFG from Japan."
Theta: On the other hand, I succinctly describe my leadership evolution as a shift "from management to leadership," indicating a move towards a more inspirational and less purely directive approach.
Personal leadership journeys are varied.
Hilly: I credit early career mentors for instilling a sense of ownership and partnership, leading to the belief that "everyone has their own leadership role, which is not based on their position or title, age..." This foundational concept, learned early on, has been a driving force. Additionally, my background as a trainer and L&D practitioner provided extensive opportunities to learn leadership concepts both internally and externally.
Theta: For me, leadership development has been a blend of practical experience and formal learning: "Got experiences from predecessor, learn from the training course and grew from the real challenges." This highlights a culture that values both mentorship and continuous learning through hands-on experience. Interestingly, I mentioned that the leadership role wasn't something actively pursued but rather emerged organically from a desire to contribute: "Never think about that, I just do what I can do to help the teams and product achieve the goals."
Hilly: I view it not as a "loss" but as an expanded "scope a leader should consider in their daily decision." While personal sacrifices, such as putting the team or organization before oneself, might occur, I believe that "if the leaders have completely understood their role, I think it's not a problem."
Theta: Within every loss lies an opportunity: the chance to learn, adapt, and grow. Growth doesn’t mean forgetting what was lost; it means honoring it by carrying forward the lessons, resilience, and perspective it left behind. By accepting change, leaning on support, and focusing on what we can create moving forward and growth
The gains from leadership roles at MFV are significant.
Hilly: I emphasize "The opportunity to make changes to the organization, to lead a team / a group of people to achieve something bigger, to understand and support team members grow. Most importantly, I'm delighted to create impactful value for others." This speaks to a strong sense of purpose and the ability to drive meaningful change.
Theta: Similarly, I highlight "More opportunities to help others and build the organization, but also coming with challenges and pressure." This suggests a role that offers substantial influence and a chance to contribute to the organization's development.
For developers aspiring to leadership positions at MFV, our advice is clear: don't be afraid of setbacks.
Theta: I offer a more concise but equally powerful message: "No one is perfect, let's consider it as a chance to learn and grow. Learn from mistakes is always faster." This reinforces a culture that views mistakes not as failures but as valuable learning opportunities, crucial for personal and professional growth.
Leadership at MFV, as we see it through our eyes as middle managers, is characterized by a commitment to inspiration, collaboration, and continuous growth. It's an environment where ownership is highly valued, and challenges are viewed as opportunities for development. For developers looking to contribute to a dynamic and evolving organization, MFV appears to offer a supportive landscape for leadership aspirations.
