Alpha Dog (noun): The term “alpha dog” refers, in a pack setting, to the dog that is dominant. The alpha dog is the dog to which other dogs are submissive. Alphas may achieve and maintain their position by strength and aggression, or via social efforts and building alliances.
The great Bosco, 2007
We all know “Alpha Dogs”—you may even be one yourself. Alphas are stereotypical leaders: confident and action-oriented, they blaze the path, lead the way, and “get stuff done.” Alpha Dogs are dynamic, fearless, charismatic, and accomplished.
Almost every organization values and rewards Alpha Dogs. That said, Alpha leaders may also illustrate the paradox that one’s strengths can become weaknesses. If you are an Alpha Dog your forcefulness may unintentionally shut down dialogue and prevent collaboration. When you’re under pressure and in full Alpha mode, your colleagues may be unwilling to argue important but contrary points of view or share the data needed to make the best decision. People may choose to avoid engaging with you. In the worst cases your followers will simply look to you for the answer rather than seeking it themselves, which will limit their own development as well as your ability to delegate effectively and get the leverage you need.
Ironically, while Alphas may assume leadership roles easily, the Alpha style is not always suited to leadership, especially in today’s complex organizations. Remember the old proverb: “If you want to go fast, go alone; if you want to go far, go together.” To be effective leaders for the long-run, Alphas must learn how to generate followership; and, unlike in the wolfpack, followership in organizations must be voluntary.
I’ve advised and coached quite a few Alpha Dogs over the years, and based on those experience can offer some suggestions on how to get the most out of an Alpha leadership style.
1— Work hard to be aware of the perceptions and needs of others in every conversation and meeting. This advice trumps everything else. In their zeal to get things done, Alphas can fail to take into account the needs of others—and when others’ needs are not acknowledged, they often choose not to follow. How can you become more aware of others’ needs? Try asking. Or nominate a trusted colleague or two to help provide insight and feedback. (Remember that King Lear, an Original Alpha, gave his Fool permission to tell him anything, even things that he the king didn’t really want to hear. Of course, Lear didn’t listen very well, which is why that play is a tragedy.)
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2— Recognize when your followers want you to make the decision versus when they want (or would benefit from) more discussion and debate. This one can be tricky: we look to our leaders to take ownership for critical decisions, but assuming the lead on decision-making can be a slippery slope. Ultimately the leader is accountable for every decision but she should not be responsible for making all of them. Learn when to delegate. Take risks, give up control, and consider going last: if you listen to and take into account others’ perspectives you will often be able to facilitate a better outcome. Be wary of sycophants and yes-men. Most important, ensure that people feel heard: if they do, they will be more likely to support the decision even if it’s not their preference.
3— Maintain awareness of the sound of your bark and the effects of your bite. Alphas constantly need to be mindful of the power or gravity they bring to situations: that their voice is much louder than they perceive, and that they may have a more forceful impact than they realize. Don’t be afraid to use your bark to praise, encourage, motivate, and move “the pack” to action. But be strategic with your words and careful with your actions. Often less is more, and your “bite”—when criticizing or reprimanding—can have a far greater negative effect on others and your culture than you may imagine. Finally, think about how you are perceived: do you really want to be known as “the yelling leader”? Remember that enigmatic Turkish proverb: “The dogs may bark, but the caravan moves on.”
4— Appropriately balance big picture versus details, and theory versus pragmatics. Many Alphas are Myers-Briggs “N” types, which means they think in terms of patterns and concepts and often see the answer quickly and intuitively. Team members or business partners may want or need to see more detail and practical application—and may need you to provide more context and/or show them that you’ve taken the details into account. How did you get to that conclusion? Have you considered all the possible options? Take the time to balance your approach to problem solving and innovation so your team is able to see, and learn, how you think. “Showing your work” (as my organic chemistry professor used to say back in the day) has the additional benefit of teaching others how you think.
5— “Seek first to understand, then to be understood.” That quotation come from the Prayer of St. Francis, and even if you’re not a Christian you can see that the Patron Saint of Assisi was on to something. Alphas often tend to advocate more than they inquire—that is, to tell more than they ask—which can cause colleagues to feel like things are being done to them rather than with them. Some situations do require advocacy (“telling” is a very efficient mode of communication), but asking good questions has many benefits, including gaining buy-in, brainstorming better solutions, and deepening relationships. Be willing to be open-minded and defer your conclusions until you have sought the perspectives of your key stakeholders. Seeking first to understand may feel less efficient to Alphas, but the benefits are almost always worth the investment.
6— Appreciate others’ desires for equality and fairness. Because Alphas are comfortable being in charge, they can fail to understand that other people occasionally like to get behind the steering wheel too. Make sure your Alpha charisma doesn’t take over or suck the oxygen out of the room. Give others the chance to lead; be generous; coach and develop others; and demonstrate that you’re willing to give up the spotlight and the spoils. Be sure not to give the impression that you’re in it for yourself: that’s the best way to lose followers. Over the longer term, the most effective Alphas are the ones who deflect rewards, visibility, and praise to others. Don’t worry about claiming credit: if your teams are constantly successful, there will never be any doubt about your contribution.
As with any self-improvement, getting the most out of being a natural Alpha comes down to staying fully engaged and seeking to deepen your self-awareness and emotional intelligence. Pay attention to how others respond to you. Know your weaknesses or derailers, especially under pressure. Be observant of how you are coming across as a leader. Maintain your focus on the insights you’ve gotten from prior feedback, such as 360’s, Myers-Briggs, DISC, etc. Solicit more feedback—or engage a good executive coach to help you generate it. Most of all, ask yourself, constantly, “what does this situation need from me?” Just because you’re an Alpha by nature doesn’t mean you should be an Alpha all the time. The most effective leaders are situationally aware and versatile.
Finally, remember the old saying, “Every dog has its day.” Not every leader needs to be (nor indeed should try to be) an Alpha Dog. While Alphas may take to leadership naturally, they will accomplish great results only if they bring their followers along with them. Your time as a leader in any role is limited. You will not lead the pack forever: and if you’re an inflexible Alpha you may even cause a premature overthrow. So be wise in your choices. Build strong and trusting relationships with your followers and partners. Be a fearless listener. Be tireless in your service to the pack. And never forget that one of the most important parts of your job is to find, develop, and coach a diverse number of other dogs who can one day take the lead themselves.
Please share your experiences, whether as an Alpha Dog or working with one: newsletter@nevinsconsulting.com