Although there are many qualities necessary to be a genuine
leader in a specific situation, these qualities should be common to
all.
Good Memory
To enable them to recall people's names, and the few essential facts
that are pertinent to a wide range of problems.
A Genuine Interest In People
Those that you are responsible for leading will know at once if you
are genuinely interested in them and particularly in their development.
Show this - and you create that personal bond that is essential to the
success of your team. You cannot fake an interest in people - they always
find you out. A leader can only be successful by ensuring the success
of every individual in the team.
Integrity
If the team has cause to doubt the integrity of its leader, then it
will fail when the team is exposed to stress or a risk. If a person
is capable of minor lapses in their personal integrity - they fail to
"keep faith" - then they could let their own team members
down when they are under pressure. Once the team doubt the leader, that
doubt greatly limits their chances of the fullest success.
The Ability To Communicate Effectively
A good leader must be able to talk - and write - simply, clearly and
persuasively. They must also listen and digest information intently.
Communication is a two way process.
Decisiveness
There is a time when a decision must be made and a risk taken, even
though the facts may be incomplete. A leader must recognise when further
analysis is unprofitable and action is needed. It helps if the cost
of changing the decision is known. if the cost is low, the risk is low.
The Ability To Relax
If the team is kept tense and under pressure, irritation arises
and performance fails. this is overcome by deliberately introducing
a "break" just a light remark or opportunity for laughter.
The importance lays in the frequency and the need for the "break"
to be related to the task or the people not "a funny story".
The break should be brief even momentary. It should also come at an
opportune moment.
Genuine Enthusiasm
Inner conviction - belief in the team and the objectives before it -
gives rise to enthusiasm. This must be visible to the members of the
team. It provides the "motive power" they use to tackle their
jobs with courage and hope. If the leader has no belief in the task
why should their team even attempt it?
The moral right of the author, Jonathan Farrington, has been asserted.
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About the author:
Jonathan Farrington is the Managing Partner of The jfa Group jf-assocs.
Since forming jfa in 1995 he has authored in excess of
three hundred skills development programmes, including the Strategic
Workshops series, Channel Programme and the Vanguard suite
In addition, he has designed a range of unique and innovative process
tools v Optimus+ and ASP Profile and written extensively
on organisational and sales team development. To find out more about
the author or subscribe to his newsletter visit: www.jonathanfarrington.com