What Exceptional Leaders Do (2)

WHAT EXCEPTIONAL LEADERS DO (2)

1. The aggregate risk that a leader takes, includes engaging in endeavors outside his comfort zone, exploring new ways of dealing with others, matching to challenging situations, engaging in difficult conversations, altering his behavior constructively, and making business decisions.

2. To enhance the success of their organization, they attract and keep the right people.

3. For exceptional performance, they firmly superintend over their environment, by setting boundaries and shutting off unnecessary activities, rather than being subjected under it.

4. Examining their organization and its management structure often reveals opportunities for change that will satisfy institutional and consumer demands. They challenge the status quo.

5. He proclaims his vision for the future, galvanizing his people with the energy and enthusiasm to actualize it.

6. They continually add value to their organization in the present, keeping the future in view rather than past glories.

7. His emotional self-control secures to him the ability to manage disturbing emotions and impulses, and even grants him the aptitude to transmute these emotions into constructive activity. Impulsive behaviors like impatience, interrupting others, not listening, irritability, putting others down, and belittling their ideas undermine other people’s dignity and their morale.

8. They diligently sift through relevant data and decide on what to prioritize and focus upon.

9. They create adequate time to lead and inspire their people.

10. To keep their promises on small things, like prompt attendance to meetings, as well as obvious things that matter, helps to build trust and set the right tone for the entire organization.

11. They make tracks to a desired successful future, and initiate mid-course corrections to ensure that things proceed according to plan. They maintain vibrant feedback systems.

12. They know what approach, and what power to use to influence others and get them to do things.

13. Leaders rally their people to move through the shock and disbelief engendered by a crisis, and to confront the hard realities of a condition by maintaining an unbroken line of empathetic communication. Their reassurance rests on top of verifiable truths.

14. Leaders make contingency plans that can easily be put into gear, in the event of emergencies and unexpected situations.

15. To make effective requests, they clearly communicate a snapshot of their desired condition and the viable tenure of the expected action.

16. Their good decision comes from analyzing a problem, considering their objectives, determining who will be affected by the decision and when to make the decision.

17. Their effectiveness accrues from their tendency to honor their commitments, and hold others accountable to their own.

18. They are sensitive to the concerns of all stakeholders in the organization. With their values and vision in full view, they take the necessary steps to address their needs.

19. To satisfy the current and future demands of their organization, effective leaders Pioneer change. He encourages his people to smoothly move through any resistance that often accompanies change.

20. They affirm the dignity of others by giving them undivided attention when they are conversing with them.