What Exceptional Leaders Do (4)

WHAT EXCEPTIONAL LEADERS DO (4)

1. They create a constructive environment that attracts employees who are motivated, passionate, and fully engaged with their work. They act along the lines of achieving organizational goals. As well, they ensure that their people are not distracted by apathy.

2.They exhibit a positive proactive reaction to bad news which encourages their employees to communicate the truth, a necessary input for responding to the needs of the organization.

3. They recognize the needs of others to express themselves, and they listen non-judgmentally with the purpose of getting all necessary information.

4. They avoid a critical judgemental mindset that strips people of their humanity and presents them as objects to be denounced, demonized, and pushed around, choosing instead to cultivate a compassionate state of being that influences people to achieve great things.

5. The credibility of a leader that begets trust hinges on keeping promises.

6. They operate from a balanced view of self-awareness, purpose, vision, sound business systems and technology.

7. They safeguard their organization from leadership voids, by developing leaders through planning, setting targets, monitoring and evaluation.

8. They keep their key talents by challenging, appreciating, rewarding and respecting them.

9. They oversee effective meetings by favoring an optimal number of hours that will enhance communication and productivity.

10. They encourage a business philosophy, and nurture personnel and business systems that take care of their customers.

11. They are abreast with new theories, concepts and technologies. They are practical oriented and strike a healthy balance between conservatism and innovativeness with a view to doing what works.

12. They measure their progress quantitatively. They use a number of crucial metrics connected with financials, like production costs and numbers, advertising costs and response, sales data, staff and customer survey data, to chart their progress towards their organizational goal.

13. They identify and focus on the critical success factor, a key performance indicator, peculiar to their organization and industry, and rally their people towards it.

14. They embrace an ongoing learning process with self-discipline and perseverance.

15. They dedicate themselves to serving people.

16. They cultivate an empowering daily routine of champions.

17. With a clear appreciation of the attendant personnel, costs, and sacrifices, they have an expansive view of the current and future goals of their organization.

18. They are not egocentric and are aware that other people are depending on them.

19. They glean wisdom from both successes and failures.

20. They outline a course of action and desired goals, modify priorities, alert key staff with the objective of allowing the plan to sink in, proceed into action, nurture a mindset that anticipates and welcomes problems, rallies his people optimistically, and reviews his plan on a daily, periodic, or an agreed basis.