Black Collegian Career Center

The old man replied, "Nope, only babies."

And so it is with leaders in the workplace. Although they have several qualities in common (and their ultimate success depends on how finely-tuned these are) nobody is born with perfect leadership ability. Furthermore developing these skills is unquestionably difficult, which explains why there is a multitude of managers in Corporate America; few of which can honestly be called leaders. To be a true leader requires deep commitment. You cannot complacently wait for insight to hit you unexpectedly. Rather, you must intently observe effective leaders, along with doing a considerable amount of personal research on the topic. You’re off to a good start with reading this article! The results of your focused efforts, of course, will pay off in spades. Your staff will benefit tremendously. After all, they deserve a great leader, don’t they? Your company will reap the rewards of having a team of employees whose efforts are maximized by a stellar leader. In addition, YOU will gain a great sense of accomplishment that comes from being a proactive leader. . .rather than a run-of-the-mill manager. Following these tips will have you well on your way for making the transition from manager to leader:

Stick to the basics - and remain consistent!

Leadership effectiveness is impossible without consistency. One group of managers I know constantly laments the way their departmental strategy changes depending on which management book their boss is currently reading. His intentions are good, and his flexibility is admirable. There is just one problem: his staff is thoroughly bewildered and virtually rendered ineffective by his incongruent style. One month, he is in a high recognition mode. The next month, he chooses a "crack the whip and make them work harder" mindset. Talk about confusion!

Every leader has an approach that is unique to them. Don't change your personal style radically - after all, it got you in a leadership position. Modify the rough spots but take care not to confound your staff by displaying inconsistency. Your expectations, though subject to modification based on ever-changing business needs, should remain as constant as possible. The business world is confusing enough without you adding unwelcome surprises into the mix. Keep things simple and consistent.

Many managers feel they need to be somewhat unapproachable in order to maintain dignity. Nonsense. People want to know their leaders. They are hardly inspired by some elusive figurehead in an ivory tower. Leaders who have endeared themselves to their followers are real and forthright. They do not consider themselves too good to get their hands dirty. Feedback is solicited, rather than avoided.

I love the approach Ed Koch, former mayor of New York, took with his "How am I doing?" style. He allowed himself to be vulnerable to feedback and thus created untold loyalty among those he led. Why? Because he genuinely cared about serving them. It's difficult not to respect and respond favorably to such an attitude.

Give critics the time they deserve (very little)

With every rung you climb on the ladder of success, be sure of one thing: your critics will multiply and become louder. The scrutiny most managers are placed under can be daunting. Come to peace with the fact that you will always have a camp of people who critique every decision you make. They are generally the ones who are excellent problem-identifiers rather than problem-solvers. Develop your skills of repelling such critics so that they do not diminish your confidence or enthusiasm. After all, that would be unfair to your more eager, supportive staff, wouldn't it?

It takes focus and confidence not to be adversely affected by criticism. Strong leaders learn the art of listening to critics, but ultimately making decisions for the good of the department, not to simply please the critics. The following quote sums it up nicely:

"Some of the most talented people are terrible leaders because they have a crippling need to be loved by everyone." - James Schorr

Don't underestimate the value of accountability

Managers generally have a well-developed empathy level. Without this basic people skill, they probably would not be in a leadership role. Empathy is a desirable trait, however there is a possible negative aspect: The temptation to accept excuses. Let's face it: there will always be excuses as to why goals are not met. Workload was too heavy, an unexpected priority got in the way, the system was down, etc. The danger in removing responsibility from people based on external factors is that eventually goals will not be taken seriously. Allowing unmet expectations to be excused away without consequence puts your credibility in question.

People want to be accountable. This does not mean attempts won't be made to justify weak performance. It is up to you to communicate that not meeting the goals is unacceptable. Renegotiation of expectations is necessary at times. But explaining why they were not met after the fact is an undesirable habit that you must address quickly. Set fair and challenging goals, make sure your follow-up process is consistent and accurate, and do not allow staff to get away with neglecting them.

Perfecting these skills will ensure fewer problems, a more content staff, and greater personal job satisfaction for you. It will also enhance your reputation as a quality leader who has the respect of staff - and gets the best they have to offer.

Boss versus Leader:

The boss commands subordinates;
the leader encourages them.

The boss depends on fear;
the leader depends on employees’ desire to do a good job

The boss finds ways to assign blame for problems;
the leader finds ways to fix problems

The boss tells people what to do;
the leader explains desired results-then gets out of the way

The boss wants you to be grateful you have a job;
the leader is grateful you have a job