What Exceptional Leaders Do (3)

WHAT EXCEPTIONAL LEADERS DO (3)

1. To promote an effective organization, balanced leaders step back sometimes, and allow others to win. They know when to take to compromise, collaboration, taking a firm stand, simply letting go, and choosing not to fight.

2. In the heat of battle, they are not carried away by their emotions, they do not belittle the dignity and needs of others, and they uphold beneficial relationships for the long term.

3. They foster an environment free of blame that discourages themselves or others. They look at the past not to gather blame but to gather lessons to be applied in actualizing present and future goals.

4. They personally show interest in the welfare of his people and encourage them. They express appreciation and cheer accomplishments.

5. They take time to recharge themselves to prevent burn-out, sickness, or loss of effectiveness.

6. They take due cognizance of the cultural tendencies of their people exemplified by their prevailing beliefs and values, and the commercial aspects of their organization, in order to temper the resistance that often accompanies change.

7. They engage in difficult conversations that are necessary for unearthing hidden issues that needs to be resloved, so that the organization can move forward. They are sensitive and candid when they are communicating with others.

8. They promote creativity and innovation by looking favorably at new ideas.

9. They connect with others by listening intently, empathetically, and observing the body language of others, to pick up on their emotions and perspectives. Being aware of someone’s internal state is crucial for influencing him or her.

10. He finds the right people, life components of powerful teams. He inspires members of his team to keep a steady focus on their objectives, to share responsibilities, and to be supportive of each other’s learning and growth – all targeted at achieving desired objectives.

11. Being truthful, caring, reliable, and competent are adjuncts of an effective leader. They focus on where trust has broken down with the intention of rebuilding it.

12. To uplift the spirits of their people and prime them up for the next big goal, they create time to celebrate success.

13. Their caring for their people is all embracing and goes beyond their work environment.

14. They employ not taking themselves or external conditions too seriously, even in trying situations, as a chief thing requisite for relieving stress and putting their subordinates at ease. Aware that moods are contagious, they strive to create balance in their states.

15. Respecting the dignity of his people causes a steady accretion of his effectiveness.

16. They avoid putting their subordinates under undue stress by issuing contradictory directives, or creating goals that conflict with their values.

17. They create an environment that discourages gossiping capable of polluting the culture of an organization with mistrust. They promote a system that encourages their people to communicate openly with each other and resolve any lingering issue.

18. They champion enthusiastic confidence in the ability of their subordinates to thrive under trying circumstances and accomplish goals. They get the best out of others by encouraging them.

19. They are dynamic and flexible in initiating new ways of working, to accommodate all strata of their employees.

20. They express appreciation that is satisfactory to individuals and teams in their organizations.

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