Anyone who makes it to the role of the leader is good at what they do. At the same time, not everyone stands out as a leader.
So I thought it might be interesting to share my thoughts and invite your thoughts on what it takes to stand out as a leader.
- Focus on delivering results rather than personal survival
- Learn to recognise when to step in and when to step back
- Take responsibility for the results that are and are not achieved
- Support your people publicly when things don’t go to plan
- Encourage and support others to achieve what they want from their career
- Avoid blaming others or circumstances when things are not going well
- Be consistent in the way that you deal with people
- Be an expert listener, not just an expert communicator
- Make the most of the time that you have available
- Make your expectations clear
- Be a role model for the behaviours you expect from others
- Give feedback promptly and regularly
- Seek regular feedback on your own performance
- Learn from your mistakes and move on
- Take decisions and action even when you don’t have all the information you would like
- Balance the here and now with the longer term
- Anticipate barriers and obstacles and plan for responding to them
- Don’t ask others to do what you won’t do yourself
- Keep yourself up to date
- Be professional and act with integrity.
The reality is that standing out as a leader is not just about skills and knowledge. Great qualities are also a huge contributor.
Duncan Brodie of Goals and Achievements helps accountants and health professionals to become highly effective leaders and managers. He invites you to take advantage of his free audio e-course Leadership Success at www.goalsandachievements.co.uk
Sound list. One aspect that is top of my mind at the moment, because of someone I’m working with, is your point 6, about blame.
The person I’m working with is in their first ever leadership position, and it’s a big one. My belief in working with her is that the biggest single change she has to make, from being a junior member of staff in a different organisation to being the leader of another, is to accept responsibility, however difficult that may be.
From an outsider’s point of view, person X, or Y, or Z might actually be cocking things up. The systems in use may be awful. There might not be enough money in the budget. But, however true any of those things are, blaming them is simply not leadership behaviour – leadership behaviour is about identifying these things, and then fixing them or finding a way around.
This nice clear list is a useful context to base leadership analysis on, and discover our own failings…the first step to doing something about them!Reply