November marks National Career Development Month and here Rob Sayers-Brown explores what it takes to become the leader you want to be as you progress through your career.
When people talk about “becoming a leader”, it can sound like a title you’re given one day – a promotion, a job description, a shiny new business card. In reality, leadership is less about the role and more about the identity you build along the way – it’s about the stories people tell about you when you’re not in the room, and whether those stories align with the kind of leader you want to be.
I came to this realisation through a fairly winding path. I started out in project management: organised, structured, focused on delivery. I was good at it, but it didn’t energise me. What did energise me was something that had always been there – my curiosity about people (“nosiness” is probably more accurate!). Eventually, I retrained as a psychologist. That career change wasn’t just a shift in skills; it was a step into shaping a leadership identity that felt authentic to me.
That’s a crucial point: leadership identity isn’t something handed down. It’s something you uncover, shape, and refine through your experiences, your challenges, and even the obstacles that force you to grow.
In my research (see article 1 and article 2), I’ve seen this most vividly in under-represented groups in leadership – particularly women and LGBTQ+ leaders. Many described how their experiences of “not fitting the mould” gave them unique strengths. For example, female leaders often spoke about navigating spaces where their voices were underestimated. Over time, that sharpened their ability to influence in creative ways – through building alliances, reading the dynamics in a room, and leading with empathy. Additionally, LGBTQ+ leaders frequently described the process of coming out, sometimes more than once, as an act of courage that carried into their leadership. That experience gave them resilience, a deep commitment to authenticity, and an instinct to create inclusive spaces where others could bring their whole selves to work.
These leaders weren’t defined by their challenges; they reframed them into strengths that became central to their leadership identities.
So how can you, as an individual, start developing into the leader you want to be, even before you have “leader” in your job description? Here are some practical steps.
Define your leadership identity
Ask yourself: “What do I want people to say about me as a leader?” Not in a vague sense, but in specific terms. Do you want to be remembered as the leader who gave people confidence? The one who challenged constructively? The one who listened deeply? Write it down. That clarity creates a north star to guide your development.
Reflect on your energisers
Leadership takes energy, and it’s easier to sustain when you’re leaning into what genuinely drives you. Look back at times you felt most ‘in flow’. What tasks, interactions, or projects lit you up? Those moments hold clues to the type of leader you’ll thrive as. For me, that was my curiosity about people – and it’s still at the heart of how I lead today.
Reframe your challenges as strengths
Think about the obstacles you’ve faced in your career so far. Rather than seeing them only as setbacks, ask: “What did I gain from this?” Perhaps navigating uncertainty made you adaptable. Perhaps being overlooked sharpened your empathy for others. These aren’t just personal lessons; they’re qualities you can bring into leadership.
Seek feedback, not just recognition
Feedback can feel uncomfortable, but it’s one of the fastest ways to uncover blind spots and hidden strengths. Ask colleagues how you show up in a team – does it match the leadership identity you want to build? If not, you’ve just identified an area to develop.
Practice leadership in the everyday
You don’t need a formal title to start leading. Volunteer to mentor someone, take ownership of a tricky project, or be the voice that helps the group see another perspective. Leadership is less about hierarchy and more about influence – and influence starts with small, consistent acts.
Developing as a leader isn’t about waiting for an organisation to tap you on the shoulder. It’s about doing the work now to uncover who you want to be and practicing that identity in every interaction. For me, that journey started when I leaned into what energised me most. For you, it might begin by asking: “What kind of leader do I want to be – and how can I start living that today?”.