In April of 1938, the work of Jerry Siegel and Joe Shuster finally came to fruition. Together the pair of writer (Siegel) and artist (Shuster) created a fictional superhero. The character Superman was born on the cover of Action Comics #1, a publication owned by DC Comics.

Superman became an instant hit, known to some as Clark Kent, and to others as the beloved, crime fighting, vigilante of Metropolis - Superman. As Clark Kent, the man is a mild-mannered, mostly passive, and introverted personality. While in his alter-ego of Superman, he is aggressive, forceful, and ruthless to criminals. As a superhero he possesses superpowers such as a highly durable body. So durable that bullets can bounce harmlessly off his body. He has extreme strength, capable of ripping steel chains and he can even change the orbits of planets. He even has X-ray vision, amongst other incredible superpowers. His superpowers are traits that only he can bring to the table.

But believe it or not, even Superman isn’t invincible. Even with all these incredible unique superpowers he still has some weaknesses. Weaknesses his enemies use against him. For one, he is vulnerable to magic. Magical spells and enchanted weapons have the same effect on Superman as they do an ordinary guy like Clark Kent - they mess him up. Then of course there is kryptonite. Kryptonite is a radiation chemical that completely nullifies Superman’s powers. It incapacitates him and makes him severely nauseous. Even with incredible, other-worldly, unique superpowers and strengths, there still exists a few blind spots in Superman’s life and vocation. He has a shadow side.

56 years after the debut of Superman in the comic book stores a startup company named SYPartners was founded by a few former employees of Apple. SYPartners, led by Keith Yamashita hit the ground running as a forward thinking consulting company. They quickly gained traction working with many Fortune 400 companies such as eBay, Apple, Facebook, Starbucks, General Electric, IBM and many others.

SYPartners created many platforms to foster the growth of individual leaders and large companies. Now 25 years in the making, SYPartners helps to build transformative systems with companies all over the world. One of the most influential tools of SYPartners is their Superpowers Platform.

The Superpowers Platform recognizes that we all have a superpower like Superman. We may not have the ability to lift a car, or deflect bullets. But we all bring something to this life - something unique to us and to the wiring God placed in us. But, like Superman - our Superpowers can have a shadow side.

Whether an impressive charisma, or a brilliant mind. Whether an ability to forecast future markets, or an ability to motivate and bring out the best of those we lead. Most leaders bring something powerful to the table. Something that makes them stand out and lead like no one else. But similar to Superman and kryptonite. Leadership superpowers have a shadow side. There is a dynamic to powerful leadership qualities that if not tended too, they can undermine the influence we want to have and the objectives we want to execute.

Here are four types of leaders who have amazing superpowers but also have to navigate their shadow side.

The Ambitious Leader

Most successful leaders are drivers. They have an embedded drive to push to the next level both on a personal and organizational level. This ambition or intrinsic motivation is one of the things that makes leaders who they are. They possess a desire to lead, not just ride along. They are drivers. They drive for results and outcomes. They drive for their organization to grow. They outwork everybody. Their car is the first in the office in the morning. They work late hours into the night. An ambitious leader can go on little sleep and still execute at a high level. They climb the ranks easily because of their passionate work ethic.

But the Shadow Side of a leader’s ambition can be their own worst enemy. Because they are so focused on working to move their team or organization to the next level, they can burnout over time because of failing to rest and recharge. They can easily wrap their identity in their role as a leader. This can cause blurred decision making personally and organizationally because of an inability to detach from situations and “the grind” to make clear decisions. Their ambition can run them right in the ground over time. They can also fail to live a meaningful, well-rounded life outside of their job.

The Visionary Leader

A visionary leader can be so captivating to an organization. A struggling organization can pivot on a dime with the presence of a new visionary leader. Visionary leaders are able to breathe life by pointing to a future that is unrealized. They see potential others overlook. They carry a presence of optimism and hope that even the most staunch pessimists have a hard time scoffing at.

But the Shadow Side of a visionary leader is they can easily have their head in the clouds. They can be so focused on all of the possibilities that they ignore massive problems right in front of them. They can infuse hope, but eventually without progress or results their vision infuses skepticism and cynicism. A team gets tired of hearing about vision when there is little to no progress. A visionary leader can crumble under the pressure of undelivered visions over time. They can feel pressure to manufacture an outcome they promised was on the way.

The System-Minded Leader

A system-minded leader usually has a brilliant mind. Some leaders have a natural ability to create autonomous systems with the people on their team. They create a machine of production that gets results. Everyone knows their job and delivers results to keep the machine rolling. It is an amazing skill to create efficient systems. A system-minded leader thrives in many environments - business, education, athletics, ministry. Every domain needs an effective system.

But the Shadow Side of a System-Minded Leader is they can lack the ability to inspire or motivate. They pair well with a visionary leader, but on their own they have a hard time seeing into the future. In the present, they are the mastermind of the system producing results. But they haven't a clue how to cast a glimpse of a purposeful future. Their production lines are immaculate, but eventually their team members are lining up to leave because of unfulfilling work and because they feel their talent and superpowers of their own are being overlooked.

The Relational Leader

A relational leader is tremendous at developing relationships. They show a genuine interest in those they lead. Everyone who follows a relational leader feels they are closer to the leader than most. This is because the leader has a way of making people feel significant. When people feel significant, and known - they produce and sacrifice at a tremendous level. A relational leader leads from a posture of valuing every member of the team or organization. They feel close to their team and will do anything to serve the team and allow their members to thrive.

But the Shadow Side of a relational leader can so value relationships with the people they lead that it may cloud their ability to make hard decisions. They may overlook underperformance in members of the team because they value the person so much. They may not make the difficult but necessary strategic decisions for their organization if those decisions negatively impact the people they have close relationships with. Other team members may be quietly begging for the leader to cut an underperforming team member loose or at the very least hold them accountable, but the relational leader is so close with the team member they have lost the presence of an authority figure. Their relationships and connection with the team clouds their ability to make sound, strategic decisions.

All of these leaders bring irreplaceable superpowers to the table. These four types of leaders rise to the top because no one can do what they do. But, if not careful the very superpower that helped them succeed will leave them vulnerable to ineffectiveness and frustration (first for their team, then themselves).

The only hope for a leader balancing their superpower and their shadow side is to operate in True Humility. True Humility doesn’t oversell our superpowers in arrogance or hubris, it sees them for what they are - gifts. True Humility doesn’t overstate our shadow sides in flimsy confidence or immedicable insecurity, it sees our shadow sides for what they are - gaps.

When a leader knows their gifts and gaps, their superpowers and their shadow sides they are postured for authentic influence. They become a vessel for the leadership our world is so desperately craving. Our world needs vessels armed with gifted superpowers. Our world needs vessels armed with your gifted superpowers.

Stay The Course,