Reflections of the successful leader


Skill in interpersonal communication tops the list for successful leadership.
A good leader knows the value of sincere and
regular affirmation. To good leaders, the process of building up others is of key importance. If you’re an employer or a manager, take, for example, the performance review. It is important to highlight strengths and articulate how to improve constructively. Challenging people to be better a bit at a time is part of the overall positive business culture that needs to be created and cultivated on an ongoing basis. If, on the other hand, you are an employee trying to climb the ladder, you can learn a lot from successful leaders. They can motivate and inspire, and they can challenge you. Respected leaders make
excellent mentors.
Reflections of the successful leader.
When we think of those that we deem to be
good leaders, a multitude of varied traits come to mind. Generally speaking, effective and respected leaders are vibrant and strong. They are usually active and most often confident, hardworking, and credible. They also have excellent communication skills and are able to talk the talk in a manner appropriate for an ever-changing audience.
They are positive when they speak and deliver messages that are crisp, direct, and easy to understand.
Respected, effective leaders are able to motivate, challenge, and retain good employees—the team. They attract highly talented people and create a sense of group competence within the organization.
Some leaders are viewed as being courageous. They bend the rules, push the edge of the envelope, and choose to be open to new or
abstract ideas. These leaders can never settle for standing still. They are always looking for a better way. For them, taking the easy route is not easy. Taking the easy route for some is not even an option.
It’s sometimes easy to believe in a course of action at the time, only to find a week later that it’s not a good course of action after all. With honest, straightforward communication, this sort of miscalculation will be addressed. Company expectations in conjunction with the overall vision will be revisited, and then a new strategic direction will evolve. Authentic leadership is evident when the level of commitment, influence, and follow-through has shown documented results.
This is how entrepreneurial companies and large corporations can stay connected with the ongoing pursuit of the companies’ core vision. They develop a structured, comprehensive, and dynamic corporate strategy, and then hire a forceful and believable leader to orchestrate its success.
As much as good leaders need the entourage of effective and strong team players, they also need to know how to deal with potential opposition and encourage participation. Give everyone repeated opportunity to voice concerns, ask
questions, and offer ideas. Address all concerns and follow up with answers and updates. The more people are involved in the change process, the fewer you’ll have walking out the door or, worse, staying and sabotaging your efforts.
Effective leaders try to build rapport with different
key personalities within the organization. It’s important to have everyone on the same page, so to speak, but this is often difficult due to fact that you usually deal with a large volume of people, each with his or her individual agendas and motivations that may not always coincide with that of the organization. The best you can do is work toward building a common base of shared knowledge, tolerance, and respect.
The following list details potentially disruptive
personality types and how best to deal with them.
The boisterous power seeker:
These people try to steal control and power from others that they perceive as threatening to their stature within the company. They are always positioning themselves, so they appear as the most valuable and most knowledgeable. They interrupt, intimidate, and antagonize.
What to do: Calm with praise.
In most cases, boisterous power seekers are really seeking recognition. Deep down they know that they are bright and talented, but they need to be complimented and stroked on a regular basis and made to feel more secure.
By acknowledging these types’ expertise in a specific area and seeking their opinion, you reinforce their sense of real worth and value. This calms them completely as all they really wanted was some attention.
The retentive information hugger:
Also insecure about power, information huggers don’t want to share information that will help you do your job, even though it may ultimately affect the company. They will give you pieces of information but are quite comfortable withholding the most important bits.
Huggers want to maintain control of important
information, as they perceive themselves to be powerful and more important. They feel no responsibility for any bad decisions made because of information they have withheld.
What to do: Make them get to the point.
The best approach to talking with information huggers is to make them disclose what they know by asking a series of clarifying questions. Keep asking questions until you feel certain that you have retrieved everything that they know on the matter.
The enthusiastic attention grabber:
Enthusiastic attention grabbers are so enthusiastic about their work and the current project that they blurt out answers and ideas
without thinking them through. Sometimes their sheer enthusiasm can influence others toward buying into their ideas, rather than taking the time to come up with a decisive and well-thought-through solution or program, which could
result in disaster.
What to do: Slow the process and focus on details.
Have an itinerary, stay on point, document input that is constructive and ultimately going to assist in everyone reaching the common goal of getting the job done, and minimize the effects of internal saboteurs.

About Lorii Myers

39 Time Award Winning Author
This entry was posted in Empowerment. Bookmark the permalink.

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