What Does It Mean to Be A Leader?

We’re all leaders at some point, whether it’s at work or being a parent or teacher, or head of a volunteer committee. When we think of the traits of a good leader, words come to mind like

• Decisive and action-oriented
• Competent
• Accountable
• Realistic
• Fair to everyone
• Respectful
• Servant mindset
• Good listener
• Good communicator
• Transparent
• Open-minded
• Honest and trustworthy
• Credit to others; blame for themselves
• Humble
• People development
• Efficient and effective

Leading by Example  

Your team will mimic your actions. If you work hard, they work hard. If you criticize people, they will, too. If you listen to or spread rumors, so will they. If you set the right examples for your team, they will follow them.

Synergy

Having synergy is when 1+1 > 2, meaning that leaders develop solutions where everyone wins, where possible. I use synergy as a filter when deciding on a course of action. If all parties win, it’s almost always a really good decision.

Initiative

When you’re a leader, you are proactive in activities such as not only seeing a problem, but now recognizing the need for solving it. You no longer bring a problem to someone else and say, “here you are.” Once you recognize an issue, it’s up to you to own its solution or help solve it. Taking initiative isn’t just about resolving issues – it’s also about being the first person to do the right thing. Maybe it’s as simple as noticing that someone is having a bad day and taking the initiative to have a conversation with them, when maybe your day isn’t going that great.

Expectation Setting

“Clear is kind, unclear is unkind” as Bréne Brown writes in Dare to Lead. Leaders are clear with what is expected of team members and others. Leaders take the time to explain the situation and set expectations. They don’t just hope that someone can figure something out. Leaders set realistic and achievable goals with reasonable schedules.

Accountability

Once expectations are set, leaders hold team members accountable for meeting them. When everyone is held accountable, productivity increases, and errors decrease. Leaders who don’t hold people accountable cause frustrations across the performing team members, eroding credibility and trust. But it’s more than just holding others accountable – leaders set the example by holding themselves accountable. They do what they say they are going to do – they “walk-the-walk.”

Prioritization

Leaders align priorities with those of the organization and ensure that team members are working on the highest value activities to reach their goals. This keeps everyone focused on the right things and eliminates unnecessary work.

Systems

Leaders ensure systems are in place for their teams to promote efficiencies and effectiveness. Systems refer not only to software systems but also to things such as documentation repositories, templates, processes, and procedures. Leaders understand the need for their team to be trained in the use of the systems.

Efficiency

Because leaders prioritize work and have systems in place, they are efficient. Meetings are well-planned and run efficiently for results and actions. Calendars are managed, focused on the highest priorities. Work is done in the correct order. Processes are followed.

Responsiveness

Leaders respond to issues/problems quickly, not allowing them to fester. Leaders know that “hoping a problem will go away” seldom works, and they address them head on. They return important phone calls/emails promptly.

Team Development

Leaders listen to their team members to understand where they want to go with their careers, what their strengths are, and help them get there, even if it means moving them to other teams where they can grow. Leaders provide training, mentoring, and coaching to their team members on a regular basis to provide growth opportunities.

Team Support

Leaders aren’t afraid to get their hands dirty. They seek to understand the work done by their teams, and the issues and concerns. While they may not have all the answers, they work with the team to develop solutions. Leaders aren’t out playing golf while team members are working long hours and weekends.

Personal Growth

Leaders are life-long learners, constantly looking for ways to improve their skills and knowledge. Instead of listening to the radio on the drive into work, they are listening to podcasts or audio books to continue to grow. They have a natural curiosity on how to make things better.

Emotional Intelligence

Leaders are self-aware, meaning that they are in touch with their emotions and how they tend to act in situations. Using this self-awareness, they can manage and control their reaction to people and situations. Viktor Frankl writes, “Between stimulus and response, man has the freedom to choose.” Leaders know that there is a split second to choose how they will react to a person or situation. They decide the best course of action and avoid the knee-jerk response that may be automatic. Leaders are also aware of the emotions of others (social awareness) and what may be going on with them. Bradbury and Greaves write in their book Emotional Intelligence 2.0, “Listening and observing are the most important elements of social awareness.” High-performing leaders use their own self-awareness, self-management, and social awareness to develop and manage their relationships with others.

Vulnerability

Good leaders are vulnerable. They are willing to admit when they’re wrong, acknowledge their limitations, and know they don’t have all the answers. Leaders are truthful, even when it means they made a mistake or need to apologize to someone. Leaders aren’t afraid to ask for help when they need it. A leader’s job isn’t to have all the answers but rather to leverage the skills of others to solve problems. Be willing to try strategies that you didn’t think of or that you are new to you. Flexibility and openness is the sign of confidence, not weakness.

Open Mindedness

Leaders are open-minded and willing to listen to what others bring to the table. They are flexible in their solutions and willing to acknowledge that someone else may have a better solution. One person isn’t nearly as smart as the collective intellectual horsepower of a group.

Data/Metrics-Driven

Leaders provide and want accurate and complete information – they don’t conveniently leave out facts or other data to build “their” case. Factual information is provided so that the best decisions can be made.

Relationship-Focused

Leaders understand the importance of relationships and take the time to build rapport with people. It’s so much easier to ask for help or have a difficult conversation when you have taken time to build a relationship with a person or group. Not only does it make it easier to deal with someone else, there are also opportunities to learn more about the other person who may be able to contribute in ways you wouldn’t have known about otherwise.

 

As you read through this list, you’ve probably noticed that these attributes build on each other - none of them really stand on their own. For example, a person needs to take the initiative to build relationships or to provide developmental opportunities for team members. Being open-minded to others’ ideas, using information from your team, and being vulnerable by admitting you need help may be the combination needed to derive an optimal solution. It’s hard to be efficient if you don’t understand priorities and haven’t taken the initiative to build a strong team.  

Being a great leader takes a lot of time, energy, and effort, investing in yourself and others. It’s a life-long endeavor. Welcome to the journey!