Over the course of my business career, I have had the opportunity to work for many different types of managers and leaders. Some have been good, some bad, a few really terrible and a select number who I can truly call leaders. Looking back over these individuals, I have identified a few important traits that each of the extraordinary leaders possessed. Recalling my time with the terrible managers, I was also surprised to discover that all really bad managers displayed none of the traits that the truly wonderful leaders seemed to posses and use every day. Here are the skills that I found make all the difference if you want to become an extraordinary leader.
- Truly great leaders all have a compelling vision. The great leaders I have worked for all had clear and specific goals and an inspiring vision of where they wanted to take us. This goal was exciting, made me want to come to work every day and was so inspirational that I was proud to be a part of the team that would make this vision a reality. One of my best leaders told us we would become the most successful, highest profit-producing and best-run division in the company. At the time he articulated that belief to us, we were exactly the opposite of those lofty goals. In a little under two years, we made his vision a reality and every one of us enjoyed both corporate and personal rewards because of our efforts. I have never felt so proud in my life.
- Outstanding leaders are great communicators and motivators. The worst managers I ever suffered to work for walked into the office in the morning, closed their office door and started to issue “dictates” to us by way of email messages. We endured long, boring and totally useless staff meetings that mostly consisted of going through our manager’s inbox, item by item, laboring over each and every topic for hours on end. My outstanding leaders did none of this, choosing to hold meetings only as necessary and then sticking to a well-planned and thought-out agenda. They held frequent one on one meetings with their people where they inspired us to accomplish more and always asked what they could do to make our jobs easier. Monthly and yearly team meeting consisted of numerous awards, motivational speeches, presentations of what was to come and calls to action. My bad managers sucked the energy from us with their callous disregard for our time and motives. The few really great leaders, built us up every day and constantly communicated with us, all the while telling the team how really special we were becoming. It is a shame that so few leaders are really good communicators.
- Great leaders accept the blame and pass on the credit for success. Every terrific leader I worked for always blamed himself if things went wrong. They stood front and center and detailed what they should have done differently and how they would not make that mistake again. When we achieved our goals or received an award, those great leaders passed on all the credit for those successes to their teams. They never took center stage and always told their bosses how lucky they were to have such terrific people on their staff. My worst managers all immediately looked for someone to blame when things went wrong and the constant search for scapegoats drained our energy and loyalty every day we worked in their dysfunctional organization.
- Excellent Leaders care about their people. All the terrible managers I ever worked for never knew the names of my wife and children. Not one of these bumbling bosses took the time to ask me about my life away from work and what I did in my spare time. When I was fortunate enough to leave their miserable companies, I would walk out the door saying, “Oh, and by the way, my wife’s name is Kathy, since you never bothered to ask while I worked here.” My outstanding leaders not only knew my family’s names, they also remembered their birthdays, the schools they went to and the names of the sports teams I supported. If I was out of the office sick or taking care of a relative in need, flowers and gifts would arrive and offers of support and assistance were plentiful. Time was given when I needed it and I always felt that these great leaders “had my back.” when I went out on a limb for a project or event. I never doubted that my great leader cared about me and as a result, I would do anything to make her proud of me. Care and concern for their people was first and foremost for these terrific leaders and every person on their team wanted to be just like her when they were promoted to a leadership position.
I believe that great leaders must want to become outstanding at what they do. It is not an accident that they become legendary. These remarkable leaders work hard at becoming the best managers in their company and take pride in knowing every employee by name. They show up at funerals and special events, send cards when they are most needed and never seem to have an “off day.” Positive energy seems to flow from them and people are drawn to work for them wherever they go. These rare individuals are constantly promoted and often take their people with them; because that is what got them that new job in the first place. Truly outstanding leaders lead from behind, constantly pushing their people to the front; where they too, can create their own vision of the future.Truly great leaders are very rare, but when you become one you will always be in demand and people will flock to your team.