Leadership isn\u2019t an innate quality that a few people have and others don\u2019t. Though many people ask, \u201cAre leaders born or made?\u201d the better question is, \u201cHow can I become a better leader tomorrow than I am today?\u201d Ordinary people show outstanding leadership every day, and everyone has the potential to be an effective leader.<\/p>\n\n\n\n
We\u2019ve compiled advice from eight authors who know a thing or two about leadership excellence: Barry Posner, James M. Kouzes, Dana Perino, Bill George, Mark Divine, Marshall Goldsmith, John C. Maxwell, and Jon Gordon. Their approaches will help you learn how to become a better leader and unlock your full potential.<\/p>\n\n\n\n
According to The Leadership Chal<\/em>lenge<\/a>, before you can effectively lead others, you must have a clear understanding of yourself. Leadership growth is essentially a process of self-development.<\/strong>\u00a0<\/p>\n\n\n\n To become a better leader, Barry Posner and James M. Kouzes say you need a strong internal guidance system. When you have a clear idea of your own values and priorities, you can better evaluate the numerous messages you receive daily, with various (and often conflicting) advice on how to spend your time, what to focus on, and what to choose to do. <\/p>\n\n\n\n Your internal guidance system comes from the lessons you\u2019ve learned from past experiences, challenges, and observations. Examine these lessons closely to ensure that they align with your goals and the values you want to hold. Research shows that reflecting on your experiences every day, even for just a few minutes, can significantly improve your performance. Some questions you can ask yourself include:<\/p>\n\n\n\n Dana Perino and other experts in I Wish Someone Had Told Me\u2026<\/em><\/a> argue that you can become a great leader by focusing on a vision and your team. This section will explore three key pieces of advice for leaders:<\/p>\n\n\n\n Former NYPD inspector Paul Mauro says you should choose between merely managing<\/em>\u2014keeping things running and playing it safe\u2014and truly leading<\/em>, which involves breaking new ground and guiding people toward a vision<\/strong>. If you decide to lead, consider who you\u2019d like to be led by, and then emulate that person\u2019s leadership style.<\/p>\n\n\n\n (Shortform note: You might want to keep Mauro\u2019s advice in mind before you get to a leadership position. Recall Perino\u2019s earlier piece of advice to choose the boss, not the job. If you choose well, you\u2019ll also be choosing a positive leadership model to emulate as you climb the ranks.)<\/p>\n\n\n\n Also, tell your team where<\/em> you want them to go rather than dictating how<\/em> they should get there. This empowers teams to use their ingenuity and inspires people to follow you rather than just comply. However, Mauro warns that most people say they want to lead but eventually default to managing because they get complacent in safe but unfulfilling roles. If you find yourself only managing and not leading, it might be time to look for a new role.<\/p>\n\n\n\n Perino writes that listening without getting distracted<\/strong> is the most important leadership skill. This kind of listening reduces miscommunication and prevents your team from developing a reluctance to speak up that can lead to costly mistakes.<\/p>\n\n\n\n To become a great listener, Perino suggests the following tips:<\/p>\n\n\n\n Finally, as a leader, you get to support other people\u2019s careers. Journalist and author Salena Zito says your compliments can be meaningful and motivating if people earn them through hard work and high standards. You should provide honest feedback and encouragement <\/strong>to boost confidence, reinforce good habits, and foster a growth-oriented environment. Offer sincere and specific praise when someone does well, ensuring that your compliments are thoughtful and deserved.<\/p>\n\n\n\n There are a lot of responsibilities when it comes to leadership, and it can be easy to fall into traps that make you a bad leader. But according to Bill George, there are two steps to optimize your leadership so you can reach your full potential.<\/p>\n\n\n\n In Discover Your True North<\/em><\/a>, Bill George says that your ideal role will showcase your strongest skills and allow you to spend time doing things you\u2019re highly motivated to do<\/strong>. To identify this kind of role and learn how to be a better leader, reflect on your strengths and your intrinsic motivation (motivation that comes from within, like the desire to create a more equitable world). If you\u2019ve done some earnest introspection about your core purpose, you\u2019ll likely already have a good understanding of what kind of work you\u2019re intrinsically motivated by.<\/p>\n\n\n\n George gives the example of Warren Buffett as a successful business leader who found his ideal role in the business world. He writes that Buffett could have made a lot of money working as a stockbroker, focusing on trading and selling stocks for clients frequently to make a commission on the trades. However, Buffett knew this wasn\u2019t the kind of work he was excited about or what he was best at. Instead, he chose to run his own investment firm, where he could implement his own investment philosophy (investing in companies long term). Running his own investment firm enabled Buffett to tap into both his strengths as an investor and his intrinsic motivation to do work that he enjoys. <\/p>\n\n\n\n In contrast, George warns that if you\u2019re in a role where you\u2019re solely extrinsically <\/em>motivated (by external rewards like a prestigious title or a high salary), you risk falling into the trap of sacrificing your core purpose and your ethics for material gain<\/strong>. For example, if you\u2019re primarily motivated by receiving praise from your boss (rather than enjoying your work), you might start to sacrifice quality just to maintain high output and keep getting accolades. This pattern could then continue indefinitely, even if it isn\u2019t aligned with your core purpose or values. <\/p>\n\n\n\n George says that ultimately, external rewards will be unfulfilling because they don\u2019t stem from an inner desire like your core purpose does. In addition, when you\u2019re striving for things like money, fame, and power, you tend to make unhealthy comparisons between yourself and others, leading to dissatisfaction no matter how much you achieve. Therefore, George asserts that a desire for external rewards should always be balanced by your core purpose and intrinsic motivations. <\/p>\n\n\n\n George\u2019s next piece of advice for strong leadership is to enable your team members to do their best work rather than trying to micromanage or force others to do what you want. He argues that this is important because younger generations expect their leaders to give them respect and autonomy over their work. Therefore, adopting this style of leadership will help you attract employees to your organization and advance your core purpose.<\/p>\n\n\n\n To implement this team-oriented style of leadership (what George calls the \u201cI to We\u201d shift), you must build strong relationships with your employees and use feedback and introspection to increase your self-awareness<\/strong>. George says that to strengthen your relationships with team members, you have to be vulnerable and show mutual respect<\/strong>. This gives you more credibility as a leader and establishes the supportive and non-hierarchical dynamic that millennial employees prefer. For example, if you\u2019re providing constructive feedback to a team member about their work habits, you might tell them that you also<\/em> struggled with some of those same behaviors in the past and let them know that you\u2019ll provide any additional support they might need to improve. <\/p>\n\n\n\n In addition to relationship-building, soliciting feedback is an important way to ensure that you\u2019re supporting your team to the best of your ability. George advises you to process feedback objectively and follow it up with introspection<\/strong> about your behavior and how you can genuinely improve your strategies moving forward. He asserts that feedback is necessary to adapt your leadership style to your colleagues and the circumstances. For example, a person who\u2019s newer in your industry may want more guidance, whereas a veteran employee might prefer to work more independently. Therefore, you may need to have one-on-one conversations to get feedback and understand these individual needs. <\/p>\n\n\n\n In The Way of the SEAL<\/em><\/a>, Mark Divine discusses actions that will help you be a success leader. Additionally, you\u2019ll learn to respond to factors beyond your control because the work world is always changing.<\/p>\n\n\n\n Divine says that when you start a new business in today\u2019s unpredictable, ever-changing work world, you can mitigate the risk of failure and increase your organization\u2019s resiliency by having a strong, achievable company mission that keeps you and your team focused on your objective. <\/strong>A clear mission makes it easier to determine where to target your resources so you don\u2019t squander them, which helps you understand how to be a great leader and adapt to new changes.<\/p>\n\n\n\n A strong mission is:<\/p>\n\n\n\n To lead your business successfully, you have to communicate your mission clearly to every person helping execute it. When you help your team understand your mission and their role in making it happen, you eliminate confusion about who needs to do what. <\/strong>This enables everyone to focus on their job and work together to achieve the big-picture goal.<\/p>\n\n\n\n Divine says the most effective way to communicate your mission is to frame it as a compelling story that\u2019s relatable and easy to understand. For example, to tell the story of a business you\u2019re launching, talk about your big picture idea, the product or service you want to sell, and the path you and your team will take to make it happen. Brief your team on their roles, including specific steps each person will take to execute the mission and what to do if things don\u2019t go according to plan.<\/p>\n\n\n\n Divine says that to thrive as a leader in an ever-evolving landscape, you have to be proactive, not reactive, to be aware of developments on the horizon that could compromise or enhance your work. To do this:<\/p>\n\n\n\n 1. Act quickly and decisively<\/strong>. When you act fast in the face of change, you don\u2019t get hung up on things that aren\u2019t working. This also allows you and your team to identify and take advantage of cutting-edge opportunities. <\/p>\n\n\n\n To act quickly and decisively, foster trust with your team and set up standard operating procedures. Building trust encourages healthy risk-taking, problem-solving, and innovation<\/strong>. Standardizing routine parts of work life\u2014like office communication protocols and regular planning meetings\u2015streamlines operations so your team can act fast and confidently tackle new challenges as they arise. <\/p>\n\n\n\n 2. Be on the lookout for threats and opportunities. <\/strong>When you\u2019re perpetually attuned to what\u2019s going on around you, you\u2019re less likely to get caught off guard, more aware of opportunities you can take advantage of, and better prepared to predict your competition\u2019s next move\u2014which will help you stay ahead of them and lead successfully.<\/p>\n\n\n\n To practice attuning yourself to your surroundings,<\/strong> consistently pay attention to what\u2019s going on around you when you\u2019re in public spaces<\/strong>. For example, when you\u2019re at the grocery store, scan the room and take note of things that seem out of the ordinary. Are most people moving quickly or slowly? Does anyone stand out for rushing? <\/p>\n\n\n\n Divine recommends that you regularly practice this skill in every space until this heightened state of awareness becomes part of you, then apply it to your business. For example, look at the market around you: Are your competitors doing things differently from normal? Can their actions negatively impact your work or open opportunities for a new path forward? <\/p>\n\n\n\n Divine says that building your confidence will help you more effectively navigate a rapidly changing work world and be a stronger, more successful leader. To do this, regularly pay attention to your language and choose positive, active words<\/strong> instead of words that conjure up images and feelings of weakness and uncertainty\u2014which undermines your confidence and others\u2019 confidence in you. <\/p>\n\n\n\n For example, don\u2019t say you\u2019ll \u201ctry\u201d to do something, which conveys doubt. Instead, say that you\u2019ll \u201cdefinitely achieve results.\u201d This instills confidence that you\u2019ll succeed. Practice this regularly to build sustained feelings of confidence and inspire others\u2019 confidence in you.<\/p>\n\n\n\n Divine says that in a VUCA work world, leaders can\u2019t waste time on outdated ideas, plans, or products and services. The moment you realize a plan isn\u2019t working, take a calculated risk and shift to a different plan\u2014even if it\u2019s not fully formulated<\/strong>. If your plan fails, view that failure as a chance to learn. Then, wipe the slate clean early and often to build confidence in your ability to meet new challenges, move forward and innovate more quickly, and outwit competitors who fail to do the same. <\/p>\n\n\n\n To get comfortable shifting gears without a perfect plan:<\/p>\n\n\n\n The idea of changing your behavior may seem incredibly overwhelming, especially if you decide to immediately jump from one behavioral extreme to another<\/strong>\u2014for instance, from being a rude jerk who makes destructive comments all the time to being a benevolent boss who\u2019s incredibly polite and kind. Making such a huge personality change might seem too difficult to achieve or too daunting to even attempt.<\/p>\n\n\n\n To avoid feeling overwhelmed, Marshall Goldsmith in What Got You Here Won\u2019t Get You There<\/em><\/a> suggests starting the process of change by shifting into behaving neutrally<\/strong>\u2014 in a way that\u2019s neither harmful nor \u201cgood.\u201d In practice, this means cutting out your bad behavior without <\/em>instantly trying to replace it with something \u201cbetter.\u201d For example, you could stop making destructive remarks to your colleagues without immediately switching to making lots of kind remarks.\u00a0<\/p>\n\n\n\n While \u201djust\u201d cutting out a bad behavior still takes a lot of work, it requires considerably less effort than ceasing a behavior and <\/em>introducing a new one all at once. It\u2019s therefore a much less overwhelming prospect.<\/p>\n\n\n\n The one caveat to this option is that it\u2019s not always possible<\/strong>. Some behaviors simply don\u2019t have a \u201cneutral\u201d option\u2014you must either engage in the bad behavior, or switch to its positive equivalent. Take the example of the bad habit of refusing to listen to other people. The only way to overcome this bad behavior is to actively start listening to people. There\u2019s no neutral, in-the-middle alternative action to choose here. <\/p>\n\n\n\n If you find yourself in a situation where you\u2019re feeling overwhelmed at the prospect of transforming your behavior but have no \u201cneutral\u201d option to fall back on, try to remind yourself that while the change ahead of you will be difficult and take a lot of effort, it\u2019ll be worth it in the end<\/strong>. With time and hard work, you will<\/em> be able to successfully cut out your bad habit and introduce your new, healthier behavior. <\/p>\n\n\n\n Likewise, don\u2019t put pressure on yourself to fully change your behavior overnight<\/strong>. Even if, at first, you only successfully implement your new, healthier behavior once each day, that\u2019s still progress. This is a big transformation you\u2019re making. Permit yourself to take your time with it.<\/p>\n\n\n\n A team\u2019s leadership is the key factor that determines whether it performs at its fullest potential and succeeds in meeting its goal. <\/strong>Good leaders enable their team instead of holding it back. They know how to inspire and motivate people, push their capabilities, and empower them to take on responsibilities.<\/p>\n\n\n\n To create a team with strong leadership, John C. Maxwell recommends in The 17 Indisputable Laws of Teamwork<\/em><\/a> that you devote time and energy to developing your team members into leaders. <\/strong>Leadership isn\u2019t a fixed role that belongs to a single person\u2014instead, the role might be better managed by different people depending on the situation. Instead of having the same person make decisions for all tasks and projects, you should delegate leadership to the person with the most experience and capabilities for the task at hand. This allows you to optimize the performance of your team and leverage the unique strengths of your team members.<\/p>\n\n\n\n Knowing how to be a good team leader is all about understanding the power of positivity and kindness. When you\u2019re positive and genuinely care about your team, there will be a dramatic improvement in your team\u2019s productivity. Read on for Jon Gordon\u2019s tips about leading a team with great energy from The Energy Bus<\/em><\/a>.<\/p>\n\n\n\n The key to understanding how to be a good team leader is to lead from the heart. The heart is your power center, from which positive leadership flows. <\/p>\n\n\n\n The Institute of HeartMath asserts that your heart communicates your feelings to cells throughout your body via the heart\u2019s electromagnetic field. It also projects this energy beyond your body\u2014up to10 feet away. Your brain has an electromagnetic field too, but your heart’s field is 5,000 times stronger. (Shortform note: The Institute of HeartMath<\/a> promotes \u201cenergy medicine,\u201d which some researchers have termed pseudoscience.)<\/p>\n\n\n\n This means that we\u2019re broadcasting positive or negative energy from our hearts and people are picking up on it. We can sense or feel people\u2019s hearts (their true feelings) and know if they\u2019re being sincere or fake. Similarly, employees tune in to the energy of their leaders.<\/p>\n\n\n\n The word emotion stands for energy in motion; your energy determines your emotional state. Instead of letting negative emotions get a foothold, you need to take control and charge yourself up with positive energy.<\/p>\n\n\n\n When you\u2019re happy and positive, those around you are happy and positive too. Your happiness is a gift to others. Instead, many people try to please others and end up feeling unhappy themselves<\/strong>. It\u2019s better to focus on feeling good and let your happiness spread to others.<\/p>\n\n\n\n The final tip for how to be a good team leader is to have a larger purpose. <\/p>\n\n\n\n Purpose is the most important fuel additive for your journey. Knowing your purpose keeps you energized and prevents burnout.<\/p>\n\n\n\n Consider the story about a visit President Lyndon Johnson made to NASA. Johnson is said to have encountered an energetic janitor in a hallway and remarked that the man was the best janitor he\u2019d ever seen. The man replied that he was more than a janitor\u2014by working on the NASA team, he contributed to the moon mission. The janitor was motivated to excel at his job because he felt part of a bigger purpose and mission.<\/p>\n\n\n\n Purpose infuses your everyday life with passion.<\/strong><\/p>\n\n\n\n Many companies and their employees lack this kind of spirit. Their cultures kill people\u2019s energy and spirit, resulting in low morale, negativity, and poor retention and performance. While big projects can be inspiring, companies need to create lasting energy. Find the bigger purpose before the product launch and let it fuel and continue to carry the team after the launch.<\/p>\n\n\n\n If you want to know more about the power of purpose, consider this story about two airplane design teams. One team was given a mission to build the world\u2019s most advanced airplane and was shown a model of the aircraft. The other team was divided into small groups and each group was given a component to design; the subgroups weren\u2019t given an overall mission or shown a model of the end product. The team with a mission and vision of the airplane worked twice as long and hard and finished in half the time as the other group. <\/p>\n\n\n\n If you found this article interesting and want to dive even deeper into becoming a great leader, you can read the full guides of the books mentioned here below:<\/p>\n\n\n\n Being in charge can be a daunting task. If you want to become a better leader, check out these tips from eight leadership experts.<\/p>\n","protected":false},"author":14,"featured_media":1619,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[18,19],"tags":[],"class_list":["post-1599","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-work","category-leadership"],"yoast_head":"\n\n
Growing Into Leadership<\/strong><\/h2>\n\n\n\n
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Choose to Lead<\/strong><\/h3>\n\n\n\n
Start by Listening<\/strong><\/h3>\n\n\n\n
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Give Genuine Feedback<\/strong><\/h3>\n\n\n\n
Strategies for Finding Your Leadership Identity<\/strong><\/h2>\n\n\n\n
Strategy # 1: Find Your Ideal Role<\/strong><\/h3>\n\n\n\n
Strategy #2: Support Your Team Members<\/strong><\/h3>\n\n\n\n
Two Actions for Resilient Leadership<\/strong><\/h2>\n\n\n\n
Action 1: Set a Strong, Clear Mission<\/strong><\/h3>\n\n\n\n
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Communicate Your Goals Effectively <\/strong><\/h4>\n\n\n\n
Action 2: Embrace and Adapt to Change<\/strong><\/h3>\n\n\n\n
Be Confident by Changing Your Language<\/strong><\/h4>\n\n\n\n
Let Go of What Doesn\u2019t Work<\/strong><\/h4>\n\n\n\n
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Suggestion for Overwhelmed Leaders<\/strong><\/h2>\n\n\n\n
Directions for Empowering Others<\/strong><\/h2>\n\n\n\n
Tips on Leading With Good Energy<\/strong><\/h2>\n\n\n\n
Tip 1: Lead From the Heart<\/strong><\/h3>\n\n\n\n
Tip 2: Have a Larger Purpose <\/strong><\/h3>\n\n\n\n
Learn More About Becoming a Great Leader<\/strong><\/h2>\n\n\n\n
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