7 Tips To Transform Leadership

A leader can take several forms in a number of different commercial situations, often when a person isn’t even “the one in charge”. If you find yourself in a group with tight deadline to meet, with no obvious leader around, the one who needs to be the boss just might be you. When this happens, what should you do and NOT do?

When people normally think of a leader in business they think of the cliche ‘boss’, but being a leader doesn’t require a fancy title, official recognition, and certainly not a specified background. In reality, leadership simple requires one individual to stand up, assert authority, and enable the team to achieve the target set.

How can someone who has not been anointed or appointed accomplish this? Here are some brilliant tips for those who suddenly find themselves in an position requiring unofficial leadership to be asserted:

Unofficial Tip 1 : Group Triage
A very important step for a leader is to comprehensively understand all the various tasks needing to be accomplished to reach the goal. They must ask the questions: Who is best at what? Who would be most effective where? Hopefully you will already know, but most of the time you will need to find out. This will be the case in temporary-team situations.  So, clearly ask what they would be best at within the available tasks to accomplish? You’ll get honest answers, but sometimes the answer is not what they are best at, but what parts of the work they would rather do. If they are the only one to volunteer for a certain task, let them have it. If two or more chime in, then prompt them to discuss among themselves who would be better suited. If they amicably work it out between themselves; great, but often they will be still at loggerheads unless you listen carefully and make a quick decision at the outset. Things can always be changed around if intial allocations don’t work out.

Unofficial Tip 2: Tread Lightly
The leader does not need to be the smartest – or the fastest, or best looking. It could be anyone, but since it’s you standing up to be the unofficial leader, realize that others in the group may not agree. Simply proclaiming that you are in charge will cause more harm than good. Subtly is your best friend in the beginning of the transition from mob to team. Often, a leader can be created in the other’s eyes by simply being the first one to say, “Ok, so what do we do first?”. This is what I call practical leadership. Anyone can be given an honourary title, but people will still only look up to the person who can take charge.

Unofficial Tip 3: Walk First, Then Run
The first hurdle for an unofficial leader is to get the group talking. What are their ideas? What do they think is the best course to take? Of course if everyone agrees on one direction, then this stage is done, but that rarely happens. Most often there will be two different schools of thought. The leader should not take sides, but encourage discussion of opposing viewpoints and plans. Stay above the arguments to mediate and stimulate the flow of ideas. Soon, one course will become clear, or at least more feasible than the other. When this happens, you may be surprised to see everyone looking at you to give the final judgment on what to do. Already, you have become the lead person to go to in their subconscious minds. A simple mistake that many would-be leaders make in the early stages, is to use their new-found leader position to immediately begin pushing their own ideas upon the team. The best way to enforce leadership is to actually encourage and actively support the ideas of others to earn their trust, at least in the outset. If you have bold ideas, leave them for later.

Unofficial Tip 4: Not an Island
Realise that you don’t have to come up with a plan or best course of action all by yourself. You just have to pick the direction and get your people there. Or even better – let them carry themselves there! Recognise the best plan, even if it isn’t your own. Pay attention to complaints, and issues, but make sure to spot your own flaws as well. For the benefit of the team, volunteer for the job you are best suited for, even if it is one you don’t want to do. Remember that it is not about you being a leader, but your team accomplishing their goal and you are but one part of that team. If you are seen to be actively making personal sacrifices, then team members will have more sincere trust behind your later decisions – after having seen you are clearly not acting purely for personal gain.

Unofficial Tip 5: Motivate
A group with clearly defined capabilities to match all the tasks laid out,  with an embraced purpose and definitive goal is ideal. However it is somewhat of a ‘dreamlike’ situation that may not often occur. If it was the norm, the real world wouldn’t really need many leaders! Once your team is all facing the same way, you will probably find that some need to be moving faster than the others. An unofficial timeline, with specific deadlines is a nice subtle way to show where each person is at and where they should be. A quiet, private, chat with the problem group member might help as well, but make sure your persona is that of a fellow group member worried about the project and their own part in it, NOT as the unofficial leader. Group cheers and celebrations when one person or another accomplishes their part will help get the lagging member moving. Remember, “problems in private, praise in public.”

Unofficial Tip 6: Following Your Lead
Nothing gets a bunch of people moving faster than someone heading off in the right direction. Ideally, the team moves forward together, but there’s almost always a winding up period. Set the example by attacking your part with enthusiasm, professionalism, and vigor. If they see you working hard, helping others, and generally doing everything you can to get the team to its goal, then they will follow suit. They will notice if you are cheerfully doing a job they know you don’t want to do. They will notice you listening to other team members, taking advice, and following directions. It will motivate them to do their part for the team and add to your role as unofficial leader.

Unofficial Tip 7: Not Omnipotent
Since you have no official power, there is nothing to back you up. You can’t hire, fire, or discipline anyone, so why should they listen to you? Remember, you will earn your leader position by what you do, not who you are. Since being a leader is not about ordering people around, you will spend most of your time suggesting the best possible course, or coaxing the others in the right direction. Your best course is to get your people to do what they need to do without them realizing you’ve done anything.

And finally: The Good Follower
There is an ancient saying: “A good leader is a good follower.” This would be a simple paradox if not for the fact that most aspects of a leader involve following others. The leader will follow the best path for the team to take. The leader will follow the advice and direction of those in the team if they are better than the leader’s own. The leader must follow the leader’s own examples. If you look closely at the tips above, you’ll notice that each one requires the participation of the others in the team. A leader cannot lead without people to follow, but a leader can’t move forward without following the team.

Leading people is a privilege and an honor; both not to be abused. Being a leader makes you special, but you are not special because you are a leader. A leader is just a part of a team that together is working towards a goal. Accomplishing the goal… that’s the whole point to being a leader. It is not about you, your status, recognition, or the fancy title. It’s about making things happen. But, if you make things happen, then your status will rise, you will gain recognition, and, yes, get that fancy title. Always remember though, you can’t do it alone. A leader who is seen to lead to increase their own wealth or ego, will quickly self-defeat their role, and undermine their own leadership.

This was a guest article by the Amy Linley at http://www.accuconference.com.

How To Gain Your First Loyal Follower

Maintaining Employee Morale During The Recession

~ This is a guest post by author Barry Shore, Ph.D from Global Project Strategy.

Companies caught in the grip of this severe recession face many difficult challenges: one of which being how to avoid deteriorating employee morale.

While on the surface one would expect that employees who remain would be grateful that their jobs have been spared, evidence from this and other recessions suggests that they feel overworked, threatened, and vulnerable. In most cases morale really does begin to suffer.

Morale affects performance, and during a recession organizations are threatened with a double-edged sword. At the same time that their business is contracting, employee morale threatens to make matters even worse.

Lower morale can translate into “recession fatigue.” This is a situation where the company experiences a series of problems that include a decline in productivity, deteriorating customer service, increased sick days, falling sales, higher costs, and lower profits.

Indeed, the only way to escape these problems is to stop doing what most companies do. Instead, companies must be proactive in addressing employee morale. Without a proactive strategy “recession fatigue” will take its toll.

How does morale deteriorate?

In most companies morale starts to deteriorate when management becomes aware that the financial crises has become their crisis as well. They instinctively pare down the workforce while at the same time reducing as many other costs as possible.

Unfortunately, these are the very changes that are almost sure to send shockwaves through any organization.

But, as is often true during an organizational crisis, communication between management and the workforce suffers. Rather than hearing about the crisis firsthand from management, the informal grapevine takes over, often raising anxiety to new and exaggerated heights. Employees become angry, detached and eventually resigned to the possibility that they my lose their job.

In many cases, the less information that management provides to the workforce … those terminated as well as those left behind … the greater is the shockwave.

Managing Those Who are Left Behind

These downsizings are tragic enough for those who lose their jobs, but those who stay also suffer as management expects them to pick up the slack, do more with fewer resources, and work longer hours.

Restructuring the organization and paring down the workforce, should not be the first and last step as the organization hunkers down to survive the recession. The second step, which is equally as important, is to manage the transition for those left behind. Unless properly managed, morale is almost certain to suffer. And unless management is proactive in addressing this issue, the organization will be in a weaker competitive position once markets turn around.

Four Leadership Principles

There are four leadership principles that, if followed, may help managers navigate through the transition in an honest and ethical way. They may help to minimize “recession fatigue” and to establish a healthier organizational environment for those left behind.

1. When tough steps need to be taken, management should openly discuss the challenges they face with employees. It will be uncomfortable, especially for those who are conflict avoidant, but employees will respect the honesty.

2. The frequency of communication with the workforce must increase. Communication reduces anxiety and can stabilize, if not improve, morale. Don’t delegate this responsibility to lower levels. Top management must do it.

3. Maintaining the morale of those who remain must become a top priority. It is important to recognize that they are suffering from a “Post Downsizing Stress Syndrome.”

4. Resist the temptation to take a hard line on those employees who remain. In his book, “Good to Great,” Collins identifies the five characteristics of effective leadership. They include: personal humility, professional will, diligence, and ambition for the company not themselves. Professional will and diligence is not enough to get through this crises. Equally important are personal humility and ethical behavior. They are not only essential in dealing with people who are caught in the middle, but can ensure a more motivated, productive, and committed workforce once the recession is over and jobs become more available.

Depending on the culture of the organization, some of these principles may be very difficult to execute, but ignoring the plight of those who are still employed may be an inappropriate response that could jeopardize the long run prospects of the organization.

Stories From Leaders: Online marketing and cost-effective business growth

Christian Arno, founder and Managing Director of UK translation company Lingo24, gives his advice on cost-effective growth strategies.

It could be said that two of the biggest blunders many new enterprises make are as follows: trying to sell their products/services to the wrong people…and wasting a lot of cash doing so. This counterproductive combination can spell disaster for many budding businesses, which is why a carefully managed growth model is imperative from the start.

Christian Arno, founder and Managing Director of Lingo24, launched his translation company from home after graduating with a languages degree in 2001. Lingo24 now operates across four continents with over 100 employees worldwide and has a network of 4,000 freelance translators. Figures released this week reveal that Lingo24 has enjoyed a 30% rise in turnover in the past twelve months, with total revenue of £3.65m.

Having come so far in eight years, Arno has some advice for other entrepreneurs looking to market themselves and grow.

“In the beginning, I found that companies would contact me to sell advertorials which, at the time, sounded great…but they weren’t. After a couple of costly ones, it became apparent that the return on investment just wasn’t there. My first piece of advice for any new business is this: don’t throw large sums of money at things without knowing what the outcome will be.”

Indeed, online marketing has played a pivotal role in the success of Lingo24, allowing them to grow gradually and build an online presence without risking large sums of cash. Search Engine Optimisation (SEO) and pay-per-click (PPC) advertising in particular have been central to Arno’s marketing ethos over the past eight years.

“The internet has been a key driver in Lingo24’s growth, and online marketing has allowed us to connect with our customers in a way other medium couldn’t have done”, says Arno. “I discovered SEO and Google AdWords early on and there has been no looking back. PPC allowed me to test out online marketing techniques for very little money – I could set my monthly budget at a nominal amount, allowing me to gauge its efficacy without blowing my entire marketing budget. And as it turned out, it has brought us a lot of custom.”

Countless companies strive to optimise their position on Google, some succeed and some don’t. But Arno reckons the key to successful SEO is pretty straight forward: “The key to ranking highly on Google is not to be too clever about it. Forge relationships with industry partners, offer to contribute content to their sites/blogs in exchange for links and ensure your own website is kept up-to-date – there’s no substitute for fresh content and there’s no fooling Google.”

Online marketing certainly seems like the most cost-effective route for businesses to go in the current economic downturn. And for Lingo24, it has been an integral part of its global expansion plans, with websites now in Swedish, Danish, Norwegian, Dutch, French, German and a number of other key languages, helping them to tap into new and emerging markets.

“The majority of the internet is in English, yet most of the world’s internet users’ first language isn’t English, so there’s a clear gap there”, says Arno. “I researched key search terms used by local customers and incorporated them into the translated websites. Because the saturation is nowhere near what it is in the English-speaking market, I found that we rose very rapidly in foreign search engine rankings.”

Lingo24’s global expansion has seen business boom and he anticipates even greater success over the next twelve months. With an increase of 6,000% in turnover since inception, Arno has this final advice for entrepreneurs seeking to grow their business:

“Don’t try to get too big too quickly. You must understand your market and in doing so, you will intuitively know how to allocate your marketing funds. Talk to others who have succeeded before you throw significant funds at anything. Growth is still possible, despite the current downturn…you just have to work at it!”

About Lingo24
Lingo24 is a global localisation and translation company. It has over 100 employees based in the UK, Panama, Romania, China and New Zealand, and a network of 4,000 translators. Its projected turnover for 2009 is £3.7m.

Define Leadership

I often get emails asking me for a comprehensive leadership definition. Leadership is such a vast subject that encompasses so many areas of our being, and is so subjective – I have decided to offer up several definitions of leadership from various sources on this page.

Martin Chemers ~Social Psychologist

“Leadership is the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”.

Martin Chemers is a thought leader in the world of leadership, and has published a book entitled ‘An Integrative Theory Of Leadership‘.

Donald Clark ~ Consultant and trainer

“Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and skills. Although your position as a manager or supervisor gives you the authority to accomplish certain tasks and objectives in the organization, this power does not make you a leader, it simply makes you the boss. Leadership differs in that it makes the followers want to achieve high goals, rather than simply bossing people around.”

Don Clark blogs about learning for professionals at The Learning Ciruits Blog

Edi Kurnik ~ Blogger at Define Leadership.

“Leadership is a process of leading people in the right direction in order to achieve goals. Leaders apply leadership attributes such as values, knowledge and skills to implement this process in any organization.”

So there you have it. 3 definitions from 3 different viewpoints. Do you have a different way to define leadership? If so, leave a comment below, and your definition may even be merged into the article for the world to read!

Simon Oates ~ Leadership Expert

Learning Lessons In Resilience From The Newly Unemployed

I still learn about leadership every day. In this challenging economic climate I’m learning faster than ever and often from people who might not be considered traditional leaders. I’m learning from people who have lost their job. Their job represented the ability to feed their families, raise their kids the way they want, and achieve their own version of success. And now it’s gone.

Unfortunately, most of us have recently had discussions with friends or family who have recently lost their job. Right after we hear the part about how they lost their job we will hear one of two things. Either they will describe all of the obstacles that keep them from moving forward or they will talk about the opportunity they have to find a great new career and how they are working to make that happen. In these conversations I learn whether or not these people are demonstrating one of the critical leadership qualities that sets those who merely have the potential to lead, apart from those who actually do. Resilience. Every time I walk away from a conversation that sets an example for how I can deal with my own challenges more effectively, I know I just learned from a leader.

Every successful leader gets knocked off their feet occasionally and when they do, they get back up, brush themselves off, and take the next step forward. When I think back to the people that I’ve worked with who were able to take entire organizations in a new direction, what often stands out is that they dealt with the setbacks better than others. Leaders use tough situations as kindling to rebuild their own internal fire and understand how to help others do the same. They understand what it really means to lead.

There are many contrasting situations as well, people who have achieved positions of leadership but haven’t yet encountered real challenges along the way. Often, when the crisis does come, these people fall far and fast. They haven’t created the habit of resilience on their climb to the top and when they need to rely on it, it simply isn’t there to fall back on. I was having a conversation with someone in a large family run business recently who was explaining to me how, as the leadership of the company had been passed down through the family, the culture of the business had shifted significantly. The family members who built the company led it very differently, with more clarity and a stronger sense of values than those who came after them. The current leaders were handed the reigns more because of who they were than what they had accomplished or the leadership they had demonstrated. These new leaders will be tested. How they respond will have everything to do with whether or not they have earned the right to continue to lead.

There’s that old adage that anyone can steer a ship when the seas are calm. Real leadership is required at those rarer but inevitable times when the storm comes. During the recession, many people are facing their own personal storm; a storm that has the potential to shake their confidence, dent their self-esteem and even alter their dreams. It also has to potential to increase their determination, rekindle their fire and create a better future than they ever imagined. During challenging times there are always leaders who emerge stronger and more capable because of how they choose to deal with those times. We need to make sure that we take the time to learn from them. They will teach us how to weather our own storms when they come. And maybe even understand why we need them.

This is a guest post authored by Randy Hall from http://4thgearconsulting.com

What are your thoughts on what we can learn from others in adversity?

Leadership Mentoring – Developing Your Own Style

When you were working yourself up the ladder undoubtedly there were days when you had to drag yourself to work. It wasn’t because of the job or your team mates; it was because the managers said the same thing day in and day out. Motivation was low and the word fun was non-existent

The shoe is on the other foot now and you can make a difference if you think about those rough days in the past. Typically there was one manager with charisma and motivation that gave you energy and motivation causing you to look forward to the day ahead. If you were smart, you realized this and stored it in your memory bank for the future. I am not suggesting that you emulate them totally but remember the experiences gained to develop your own leadership style.

Let me share an experience, when I was a young man I worked with a leader that was incredibly demanding. He daily challenged me, I would learn something new and the next day was proud and wanting to show him I knew my stuff. He without fail would ask me something entirely new and different. It took me quiet a while to fully respect and understand what he was doing for me, developing me into a leader. I thought I hated him but in time I realized he was the greatest mentor of my life. That was his leadership style and it worked, on me anyway.

Several years later I was fortunate to have another mentor that was a walking motivational machine. He was the most inspirational person I had ever met and fortunately for me I was the one he selected to groom. He made work a thrill teaching and sharing his wealth of knowledge.

I soon realized that one leader can make the difference in countless ways. I took a lot from both of these men as both had the same goal but different styles of accomplishing it. The first leader made me excited about coming to work to exhibit my talents while the second one honed my skills motivating me how to expand my knowledge and experiences. I didn’t emulate either one totally but admired and respected each equally and learned how to make a job enjoyable.

This is an article from a guest author – Ron Kirby. You can learn more about him on his profile page at http://www.egsebastian.com/RonK.

The Seven Habits Of Incredibly Successful Entrepreneurs

Entrepreneurs are some of the most powerful individuals in society. Not because they’re wealthy, but because the habits they possess ensure that they are successful in whatever they set out to accomplish. Take a look at the seven habits below and find out which habits you have in common with incredibly successful business leaders, managers, team leaders and entrepreneurs worldwide!

1 – A Hatred for Sleep

You’ll find most entrepreneurs never sleep in late (unless perhaps when on vacation!). Every second you spend lazily snoozing in bed, is a second spent watching your productivity plummet. For most people, this is pleasurable and a welcome break, but for an effective entrepreneur and leader, it’s a restless affair.

Taking a break is worthwhile. But that’s what your 8 hours of sleep is for. If you don’t feel happy unless you’ve had a good measure more than this, then there’s a good chance you won’t cut it as a business leader.

2 – The Willingness to delegate

From low-level positions, delegation is seen as a mouth-watering perk. Who wouldn’t love to be able to give important tasks to people below them, and take the weight off their own shoulders? The real answer is; less people than you’d think.

While most people think delegation is something they could get very used to; in practise it’s a very tough and draining process if done incorrectly.

Imagine yourself as the bride in a wedding. It’s an event you’ve been thinking about for a long time, and there is an awful lot of pressure on the event being a success. Would you happily delegate all the decisions in this case to a relatively inexperienced wedding planner? Of course you wouldn’t. You would likely think along the lines of:  ‘My wedding day is far too important to let someone else potentially mess it up. Surely they won’t give it as much attention and care as I would. It simply isn’t worth the risk. I’ll do it myself’.

This is the scenario that many new managers find themselves in. They have the ability to delegate tasks completely to those below, but are afraid to because so much stands on the success of the activity, and it causes them too much worry to have anyone other than themselves perform the task.

A successful leader simply places confidence in those beneath them, and let experts do what they do best, leaving the entrepreneur do what they do best – Leading!

3 – The Lightening Pursuit of Opportunities

The difference between a successful entrepreneur and a normal individual, is that when they both see a business opportunity, their reactions are different. A normal individual may actually consider a business opportunity that has presented itself, and have a look at their bank account… maybe plan the possibility of leaving their job. However by this point, the entrepreneur will have already organised a team to begin!

4 – Proactivity

Business Leaders do not wait for opportunities to slip onto their lap. They instinctively partake in continuous research (or pay someone else to) to always make sure they have some new directions to be exploring. They’re never happy staying in the same place, and are always looking for the next new idea. Even successful entrepreneurs that are seen to stay firmly within one business, may be actually exploring several products or business models within that single entity.

5 – Optimism

An ineffecive entrepreneur may think – “There are pro’s and con’s here… lets weigh it up”
The successful business leader thinks – “Those pro’s are significant enough to pursue this, we will solve the cons later.”

Being optimistic is a crucial habit for entrepreneurs, because it’s the only way to deal with the amount of risk these people take on! Would you risk your year’s salary in order to make more money next year? Many wouldn’t, and that’s why successful entrepreneurs aren’t common.

6 – Ruthlessness

Its probably their most famous trait – Entrepreneurs are often ruthless individuals. This isn’t to say they’re immoral folk, but don’t expect to receive politeness and ‘niceties’ if it will hinder their success. You have to be this focused too. Maybe you’re thinking ‘It isn’t worth it’. Well, being an incredibly successful entrepreneur isn’t for everyone!

7 – Obsession with attention to detail

Everything has to be perfect. Competition is so fierce in today’s business world that entrepreneurs cannot afford to do a half job. A successful businessperson won’t go home until the job is completed 110%. Delivering above what is expected is a classic signature of entreprenuers. This is how extraordinary profits are made and how a small venture can explode into a multi-million dollar success.

Which habits do you possess? Which habits do you think are the rarest and hardest to possess? Leave your comments below!

Simon Oates ~ Leadership Expert

How To Build A Responsibility-Driven Culture

By Emmett C. Murphy, Written for Leadership Expert.

In 2003 Lego lost $238 million due to overly complex designs, failed forays into new markets, and costly licensing ventures.  In 2004 they took previously untried steps to restore integrity and profits.  Lego engaged a group of devoted fans to help them redesign a lagging product—Mindstorms, the company’s customizable robotics kit.  This move broke with the creative team’s history of privacy and exclusiveness.  The “Mindstorms User Panel” wanted to be paid in Lego blocks.  They purchased their own tickets to Denmark for meetings.  They routinely replied to single-line queries from the company with multi-page emails.  They enabled the creation of wildly new and unconventional robots, such as toilet scrubber robots and bulldog robots.  After experiencing the pitfalls of insularity, Lego’s decision to partner with the customer was an act of humility.  It was also an act of responsibility.  Leaders who admit they have a lot to learn, that they make mistakes, and that they can’t run the company alone earn respect and engender responsible attitudes in others.  Three key practices of good leadership stem from humility—and inspire responsibility.

Partner with the Customer—Achieve a Shared Vision

Before Lego partnered with its customers, it was at risk of alienating them. Users had begun losing interest in products they considered too complex.  Leaders who do not believe in the partnership model often act out a predatory model, subordinating the customer’s interests; Lego was heading in that direction.  Instead Lego executives traveled to the world outside the organization to guide the customer to the center of organizational life.  This act overtly recognized the organization’s dependence on the outside world and helped build a stronger ethical relationship between customer and organization.  By “traveling outside” to gain new knowledge, Lego executives created a dynamic organizational model that embraced the “constant” of change and the need for continual adaptation.  By working in close back-and-forth contact with their customers, the leaders at Lego also found that partnering with customers meant achieving a consensus.  Rather than compromising or seeking to win, the customer-partner model describes a synergy that comes from achieving a shared vision.

Connect with the Frontlines—Learn From Those Who Know

Leaders who act with humility aim to achieve a shared vision with everyone in the organization.  They want to understand the perspectives of those at the frontlines and adapt to accommodate those perspectives.  Recently Brian Dunn, the chief executive of Best Buy, expressed his faith in following the frontlines—he had been a frontliner himself once.  As a teenager working at a grocery store he had interacted with customers on a daily basis.  His manager regularly asked him what he thought of new policies—for example, the store’s policy of having customers load their own groceries.  “I know it seems simple,” Dunn said in a recent interview with The New York Times, “but just that notion of learning from people who are actually doing the work, and the encouragement he gave me to tell him exactly what I thought really stayed with me.”  Leaders motivated by fear or arrogance remain aloof, removed from their employees.  Those motivated by humility remain physically present and personally connected; they fear ignorance more than they fear confronting mistakes or problems.  Humility drives responsibility:  when leaders focus on customer needs, they train others at the frontlines and elsewhere to move beyond self-interest too.

Understand Work Roles—Don’t Place Blame

Strong leaders respect the careers of others as much as they respect their own. Rather than assuming they know what’s going on in the workplace, leaders driven by humility make a practice of asking questions to understand what others do and what they need.  They practice active listening and seek out quiet environments to interact with others without distractions.  They empathize with their associates and ultimately empower them by reinforcing strengths and resources.  When problems arise, worksheets and scripts can help a leader chart an individual’s work life in a pragmatic and open-minded way.  The work-life map then serves as a tool for learning what changes need to be made.  When a leader finds misalignment in an individual’s work-life map, he or she practices humility by avoiding blame.  The goal of assessments is to transform problems into opportunities and to encourage others to take responsibility for their work, not to engage in a blaming game.

The most responsible leaders don’t let pride get in the way of progress.  They seek a purpose for leadership beyond self-interest, which helps them create partnerships—with customers, frontliners, and associates.  You might say that when Lego solicited its staunchest fans to help with product development, it pioneered one of its best designs yet.

Emmett Murphy, Ph.D., is Founder and President of Murphy Leadership (www.murphyleadership.com), a global leadership consultancy.  Murphy is the author of several books including Talent IQ.   He is currently at work on his new book, Entrepreneurial IQ.

Examples Of Poor Leadership

History has presented us with plenty of examples of poor leadership. Some notable recent examples of poor leadership:

1. Richard Fuld – Allowed excessive risk taking and poor governance drive Lehman Brothers neatly into the ground.

2. Sir Allen Stanford – Showed a blatant disregard for integrity and commited fraud on a vast scale via his corporation Standford Financial Group. The SEC has recently described the scandal as a ‘Ponzi Scheme’

3. Rick Wagoner – Displayed a lack of strategic oversight while CEO at General Motors. The period of time he was at the helm – GM’s stock price plummeted by 90%. His strategies were simply not forward looking – and GM fell behind competition vastly in terms of cost cutting and product innovation. Rick was forced to stand down as CEO in return for receiving government aid in 2009.

Examples Of Poor Leadership Traits

Impatience. Leaders who don’t fully appreciate that good strategy takes time to implement, and that iniatives need room to develop and mature, invariably will frustrate and increase the stress of those beneath them. Constantly unrealistic demands will demoralise and sap away loyalty.

Aggression. There is no place for fear in the boardroom, and yet it still persists in badly led companies across the world. Women as well as men are perfectly capable of being aggressive torwards their collegues, and let me assure you that there is little else you could do that would cause a such a rapid loss of respect.

Insincerity. Insincerity is the underminer of all policy, all intiative, all strategy and all success in leadership. A word you speak without conviction might as well have not been spoken at all and may even cause damage. A leader might be able to bluff for a few months, but once they’re found out – the stack of cards will fall and your ‘greatest asset’ will be grabbing their pitck forks before you can say ‘lynch’.

Incompetence. Using the steel magnate Andrew Carnegie as an example – you do not have to be expert in your companies field to be able to lead a company brilliantly. Andrew famously praised his management team as knowing more about steel than he did – and this honest admission not only motivated his team, but reflected his own culture of respect.

At contrast to this however, is pretending to be an industry expert when you still have much to learn from the ‘Dumbies Guide to your industry’. Your secret will likely be discovered at the companies most critical time, and your employment prospects won’t look too peachy thereafter.

Simon Oates – Leadership Expert

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