So the secret to creating a climate of accountability is to become more aware of performance levels, take the time to give the correct type of feedback or coaching, give feedback as often as practical, and do so as consistently as conditions permit. Done over time with the proper administration of rewards when deserved and discipline or sanctionswhen appropriate, a manager can create a climate of accountability and become more effective.

In organizations, families, and indeed even our Western society, one of the reasons for failure is the inability by leadership to establish and enforce accountability. Accountability in leadership is a topic that is not frequently discussed and as a result often the cause of problems relating to compliance to procedures, following work rules, treating customers with respect, achieving results, and getting along with co-workers. Accountability is at the heart of empowering people to perform well, demonstrating initiative, and acting responsibly. When a climate of accountability exists, things work smoothly; and when it is absent procedures fail and policies are ignored.

Let me describe parental leadership first. I read a newspaper report about a father who had an emotional outburst and caused a scene in a school board meeting regarding the suspension of his son from school. His eleven-year-old son had threatened the life of another student on the playground. Following district policy, the principal had suspended the boy for three days saying, “In light of tragedies that have happened in schools around the country, we take all threats such as this very seriously. The policy requires a three-day suspension.”

The irate father emotionally pleads his case to the school board saying, “He’s a good boy and even though this is the second time this year he’s been suspended he doesn’t deserve punishment this harsh. Three days is just too much, because it’s embarrassing for him and our entire family.”

The father apparently was saying that because the suspension would be embarrassing that the punishment ought to be reduced. In other words, the consequence of the son’s behavior is trumped by the father’s desire to evade embarrassment. That is interesting in light of the father’s emotional outburst in a public school board meeting.

Now let me describe organizational leadership. A manager complained, “My employees just don’t take me seriously. She said, “Even though I tell them over and over, some employees won’t even call in to say they are sick. They just don’t show up.”

I asked what she did when an employee didn’t take the time to call in sick. She replied, “I just find somebody else to work the shift and then when they do show up I tell them to be sure to call me next time.”

I asked, “So how is this technique working?”

She said, “It’s not! That’s the problem; I can’t find good people these days.”

The situations with the irate parent and the ineffective manager are related in the absence of the leader establishing and enforcing individual accountability. When people do not feel that they are held accountable for their behavior, they often lower their performance to the lowest possible level acceptable to the leader. In other words, leader behavior regarding the establishment of accountability does a lot to determine a person’s highest level of performance. That’s what the eleven-year-old boy did on the playground. He had gotten away with inappropriate behavior before (certainly at home and possibly at school) and believed he could do it again. His previous inappropriate behaviors resulted in no undesirable consequences for him. That’s similar to what the employees were doing to the manager. They had not been held accountable when they didn’t call in sick before, so they had no belief that it was a necessary requirement to maintain job security. The manager’s failure to hold her employees accountable created an overly permissive climate where the employees could dictate their own policies and procedures.

At the foundation of establishing accountability is the principle of Behavior Must Equal Consequence. When people do not believe that their behavior will result in a consequence, they are free to choose any behavior that feels good at the moment. When people believe that their positive behaviors will result in positive feedback or even rewards, and their inappropriate behaviors will result in corrective feedback, coaching, or even discipline, they will raise their performance to the standard expected by the leader. The leader sets the standard through his or her application of feedback, coaching and discipline.

I don’t know all of the details about the parent and his son, the schoolyard bully, but it is a safe bet that the son had not been held accountable for his behaviors in the past. The reason he threatened another classmate’s life is because he didn’t believe that his behavior would have any undesirable consequences. He thought he could get away with it. And, the reason why the manager’s employees didn’t call in sick, and didn’t even apologize for not doing so was because they also thought they could get away with it. The two examples are related because in each case the leader failed to establish personal accountability by practicing the principle of Behavior Must Equal Consequence.

Effective leaders believe in and practice the principle of Behavior Must Equal Consequence. When an employee performs well and/or adheres to organizational rules, an effective manager will notice and provide the employee with appropriate feedback to reinforce the good performance. Likewise, when an employee does not perform well and/or does not follow the rules, an effective manager will notice and provide the employee with corrective feedback, or coaching to change the performance. Exactly the same thing is true when raising children. Behavior Must Equal Consequence, both positive and negative, must be a guiding principle to raise responsible children who as a consequence act responsibly.

Personal accountability is a climate that is created when a leader consistently practices Behavior Must Equal Consequence. The word “consistently” often bothers managers, because they think it means “every time.” Clearly, a manager cannot provide supportive or corrective feedback every time an employee does something. That obviously is not possible. But a manager can do what is necessary to become more aware of an employee’s performance and then provide appropriate feedback as often as is practical. Simply, if employees feel and act as though they are accountable, then the leader is practicing consistent feedback. If employees do not feel and act accountable, then the leader is not consistent with his or her feedback.

Consistency not only involves the frequency of feedback in that it must be frequent enough to create a climate of accountability, but it also includes the appropriateness of the feedback. In the principle of Behavior Must Equal Consequence, good performance must result is supportive feedback, and poor performance must result in corrective feedback. If a manager, due to stress, anger, lack of understanding, failure to take time, or habit gives negative feedback for good performance, positive feedback for poor performance, or no feedback for any performance, then the employees will sense a lack of consistency and conclude that they are not accountable for their actions. Thus they are free to act any way they want.

So the secret to creating a climate of accountability is to become more aware of performance levels, take the time to give the correct type of feedback or coaching, give feedback as often as practical, and do so as consistently as conditions permit. Done over time with the proper administration of rewards when deserved and discipline or sanctions when appropriate, a manager can create a climate of accountability and become more effective.

“Business acumen is keenness and quickness in understanding and dealing with a business situation in a manner that is likely to lead to a good outcome. The term ‘business acumen’ can be broken down literally as a composite of its two component words: Business literacy is defined in SHRM’s Business Literacy Glossary as ‘the knowledge and understanding of the financial, accounting, marketing and operational functions of an organization.’ The Oxford English Dictionary defines acumen as ‘the ability to make good judgments and quick decisions’. Given these textbook definitions, a strictly literal definition would be ‘keenness and quickness in understanding and dealing with a business situation.’

Additionally, business acumen has emerged as a vehicle for improving financial performance and leadership development.A adsssa Consequently, several different types of strategies have developed around improving business acumen.”

I was delighted by a few of the things I read in the definition.  The first idea was the use of the words “keenness” and “quickness.”  In today’s increasingly competitive global economy, organizations need leaders who can act keenly and quickly in response to changes in their environment in order to stay on top.

Secondly, the definition indicates that business acumen has emerged as a vehicle for improving not only financial performance but, more importantly, leadership development.  In observing leaders from all levels and types of organizations over the past 15 years, I have noticed that leaders who understand of the fundamentals of business are better equipped to tackle all types of leadership challenges that they face.

I recognize that good leadership contains many facets including being a good communicator, knowing how to build strong teams, facilitator, coach, delegator, planner, and so on.  But I’ve always been impressed with leaders who have developed their business acumen, who can speak to and relate to how businesses function at the core.  This leadership mechanism seems to be the lever that makes the best leaders successful when used along in concert with the other fundamental qualities of leadership.  As organizations seek to develop their leadership bench strength, I believe it will be increasingly important for business acumen to be at the core of any organization’s leadership-development process.

Anyone who has the task of selecting and developing leaders from within the organization will agree with the idea that promoting from the inside to fill existing positions can at times be risky politically, but will often result in a better outcomes. However, it doesn’t just start when a leadership position becomes available. It is responsibility of leaders at every level to be preparing the next generation of leaders to come.  The decisions and actions you make regarding talent identification and development will have a lasting impact on the business.  In addition, your involvement in this critical task will help exceptional team members maximize their full potential and be fully engaged.

If you recognize that identifying and developing future talent within the organization is something you need to start doing, or simply do more of, here are a few questions to consider.

1. What are the leadership qualities, competencies, and characteristics required for success in a current or future position of leadership at your organization?
2. Who do you think has leadership potential that you would like to consider for development?
3. What specific technical, managerial, and leadership behaviors and indicators have you observed in this person that indicates leadership potential?
4. How does your management team and/or others involved feel about the leadership potential of this person?  What strengths and weaknesses do they see in this person that you need to consider?
5. Do you know what this person’s career aspirations are?  If so, what are they and will he/she be interested in development activities?
6. How committed will this be person to working on developmental assignments?

Using these questions as a guide, you will be more successful in identifying talent to drive the organization forward and prepared to being the development process.

The reader stated, “I liked this book, but I didn’t like it. The actual message of the book to me was that a person needs to take charge of their life (or be bodacious, bold, brazen) in order to rise above the ordinary and become successful. . . But it was NOT a leadership book!” “There is often times a difference between taking action and leading. Taking action can be done alone by just one person for that one person. But a leader has to take action that moves others along. The star of the book merely took action – he didn’t lead.”

After reading the book, the answer to my question, whether the book is about leadership or motivation, was both.   Yes, the book tells you to get moving but I have to disagree with the Amazon reader’s interpretation of the message.  The message is if you want to be a successful leader, you have to get your hands dirty.  What Wood is telling the reader is that as a leader you just can’t “sit on the fence and watch the cattle graze.” You have to “spend time in the cow pen.” I feel this is probably the best advice Wood gives, “A good cowboy becomes familiar with the individual cows by spending time with the herd.  Cowboys do not spend time in meetings with other cowboys and the ranch foreman discussing the cows and their needs.  Cowboys go to where the cattle are and spend time among the herd.”  If you don’t know your team members how can you get them to move in a direction that will bring value to the organization?

Wood reminds you that you have to pay your dues.  That means learning the business inside and out.  You aren’t going to be given all the information you will need.  You have to dig for it, try ideas, and make mistakes.  You will want to know what your competitors are doing, what your team is thinking, what is your organization’s mission?  A leader is not always going to get the winning scenario.  One must gain experience and learn.   “To pursue your bodacious opportunities, you must be willing the pay the “entry fee” and accept the bodacious draws, which are opportunities.”

Wood states, “First, set aside an hour and a half for personal study time each day.”  Too many leaders today get so wrapped up in the tactical issues of the business they forget to strategize for the future.  That hour and a half gives you time to read, ask questions, and research to become familiar with changes in the industry, client needs, and/or competing products.  You cannot continue to operate tomorrow the same way you are today and expect to compete in the world market.

Yes, Wood does emphasize passion and persistence.  Passion comes from understanding and believing in the value of your actions.   Most people cannot perform with excellence if they don’t see the value in the work they are doing.  Without some passion, persistence will be twice as hard to maintain.  Have you ever wondered how many great ideas have died because the inventor gave up?  I image the results would be astounding.

Wood said more, but I’ll let you read the book.   It is an easy read, containing basic personal and leadership development principles.  In short, I would recommend Be Bodacious as a starting point for a new leader, or perhaps, as a refresher of leadership concepts to experienced leaders.

This past week, there was an article in the Wall Street Journal by Joe Light titled: Leadership Training Gains Urgency Amid Stronger Economy. In the article, Mr. Light discusses how many organizations have cut spending on leadership development initiatives over the past two years during the economic downturn.  Now that the economy is starting to recover, these organizations are worried they will experience the exodus of baby boomers and retirees as their investment portfolios start to recover.  Many organizations are finding they simply don’t have the leadership pipeline within the organization to fill these leadership roles as companies shift towards a growth focus.  This scenario leaves any organization vulnerable to the competition.  Add to that the severity of the economic downfall and it only compounds the challenges further.

For individuals who work in the learning and development industry, this news and information is nothing new.  For many other individuals this may be a shocking surprise.  Organizations need to spend more money to develop talent to drive the business.  Remember, half of your assets do not show up on the balance sheet – your people.  Organizations spend thousands of dollars on computers, specialized software, mobile phones, and office space.  Why not spend a few hundred dollars developing your people to maximize performance and drive bottom line results.  If you have not already done so, think plan, and act to develop your high-potential leaders.

We have just been though one of the greatest financial crisis in the history of the world.  The world goes further into debt.  Companies struggle to be profitable.  We continue to see the bickering of politicians and watch the business-as-usual with our governments.  The wars in foreign countries continue.   We continue to watch the further disintegration of the family system and family values.  And through all of this, one asks “Where are the leaders?”  What is leadership?  Who is a leader?

Regardless of our position in life, all of us can and should be leaders.  So what is leadership?  “Leadership is the ability to decide what is to be done, and then get others to want to do it.” -Dwight D. Eisenhower

Leaders accomplish things by leading.  That is, by guiding and helping other people.  Dictators issue orders, using fear and punishment to command compliance.  Leaders shape people’s opinions and win their enthusiasm, using every available opportunity to send out their message (VISION) and win supporters (Noel Tichy, The Leadership Engine).  Dictators break people down to feel inadequate, incapable, and don’t know much about the value people and their power.

What makes a leader?  A leader has VISION about what needs to be done.  He/she makes changes and helps others to make changes in order to see the VISION through completion.

What is your VISION about leadership?  What is the vision that you have about leading your family, in your community, in your employment, in your religious organization, or in your own personal development? As we talk about vision and change, there are a number of tools that can be used to help lead others towards change:

· Situational Leadership by Paul Hersey & Ken Blanchard (1984)

o Directing

o Coaching

o Supporting

o Delegating

· The Coach by Steven Stowell & Matt Starcevich (1987)

o Be Supportive

o Define the Topic and Needs

o Establish Impact

o Initiate a Plan

o Get a Commitment

o Confront Excuses / Resistance

o Clarify Consequences

o Don’t Give Up

· The 7 Habits of Highly Effective People by Stephen Covey (1989)

o Be Proactive

o Begin with the End in Mind

o Put First Things First

o Think Win/Win

o Seek First to Understand, then to be Understood

o Synergize

o Sharpen the Saw

· Emotional Intelligence by Daniel Goleman (1995)

o Self-awareness

o Self-regulation

o Motivation

o Empathy

o Social Skill/Team Builders

· E’s of Excellence by Curtis Reese (2000)

o Ethic (Work hard and Smart)

o Ego (Strong Ambition to Win)

o Empathy (Meet their needs)

o Empower (Help them to Help Themselves)

o Enthusiasm (Full of Energy)

o Education (Continue to Learn)

o Exercise (Stay Healthy)

o Execute (Put your Plan into Action)

Let’s take a closer look at Curtis Reese’s E’s of Excellence and what they means.  What can you take away from one or more of these areas so that you can be a better leader as you travel down the path of continuous improvement.

· ETHIC

o How committed are we to the task or job at hand when we are at work?

o Do we go beyond company demands?

o Why do our services provide value to our customers?

o Do we work beyond the mark, within the norm or outside the box?

· EGO / AMBITION

o I want to provide the very best service because I want to drive results.

o I want to be a top performer because it is who I am.

o Our services are better because we value our cusomter

o I have quiet confidence because I believe that success is a journey, not a destination.

· EMPATHY

o What are my customers’ needs and how can I help them fulfill those needs?

o How does my customer, family member, religious leader, community leader, view the situation.

o How and in what way do our products/services satisfy our customers’ needs.

o I am aware that a statue has never been set-up to honor a critic and understand the metaphor.

· EMPOWER

o Allow others to help you accomplish your goals

o Compliment everyone around you; make them feel good about their contribution.

o Realize that the sole advantage of power is the ability to do more good.

o Empower your people to make your organization’s services even better by sharing ideas.

· EDUCATION

o Be a general student and always learn.

o Knowledge is POWER!

o The glory of God is intelligence.

o When you stop learning, you stop life itself.

o Don’t learn for the sake of learning, let your knowledge lead to action

o Teach and share your skills with someone else.

· ENTHUSIASM

o Enthusiasm, Energy, and Emotion can all have positive effects on what you do and on the people you come in contact with.

o Even your dog can feel your energy level; be aware of the effect you have on others.

o No one wants to get a “Kick In The Pants,” but it will raise their level of focus and attention.

o Clear your mind of the word “CAN’T.”

· EXERCISE

o Your most important asset is your health.  What do you do to protect your health?

o You buy insurance to cover all your material possessions

o You need a healthy diet and exercise for both the body and the soul.

· EXECUTE

o Live your goals and make your dreams become reality.

o There are three kinds of people:  those who wonder what happened, those who watch what happens, and those who make things happen.  What kind of person are you?  What about the people you lead?

Each one of us has the ability to look like a leader and act like a leader just by making minor improvements in our leadership skills each day.  James Michener, author of “The Tales of the South Pacific,”  wrote; “The master of the art of living makes little distinction between his work and his play, his labor and his leisure, his mind and his body, his information and his recreation, his love and his religion.  He hardly knows which is which.  He simply pursues his vision of excellence at whatever he does, leading others to decide whether he is working or playing. To him he’s always doing both.”

Also cited in this study is the decline in human resource professionals’ confidence in leadership over the past eight years (from 47% to 35%).  These professionals believe that 37% of leaders fail.  That is a staggering loss for companies especially in today’s competitive environment.

I found this fascinating because during difficult economic times and as businesses are under increased scrutiny, it seems natural that this would be the time for companies to invest in the development of their current leaders and high-potential future leaders.  The key word is investment.  When the economic pressures are on, leadership development is not always seen for what it is – and investment or an insurance policy for the future.  More than ever we need competent leaders at the helm of our organizations and leadership competence is achieved through development on an ongoing basis.

I believe that during turbulent times, businesses cannot avoid managing their talent and equipping leaders for the future by investing in development initiatives that are directly linked to profitability and the organization’s strategic goals.  Click here to read part two of Developing Leaders During Tought Times.

In a previous organization, I worked for a manager who embraced new styles of leadership. Each time he attended a training workshop, he arrived at work the next day claiming it was a life changing event. Each time he would instruct his management team to immediately change their leadership style to incorporate his new learnings. While most of his initiatives were good and became part of our culture, unconsciously he created confusion, frustration, and finally he destroyed any trust his employees had in him as a leader.

This man’s intentions were true and good natured. He really wanted to be a great coach and for each member of his management team to be good coaches as well. So why did a man so intent to make the business better for all employees, through coaching, fail? Ultimately, he thought he had proved himself through physical and structural changes. However, it takes much more than just surface changes and training classes to make a good coach; it requires changes to the internal management style. Because he thought himself an expert and his role complete, he had become un-coachable.

A Look At Effective Coaching Behaviors

Dr. Steven J. Stowell and CMOE (Center for Management and Organization Effectiveness) through extensive research have identified 47 “Differentiating Behaviors that Distinguish Successful from Unsuccessful Performance Leaders.” Dr. Stowell then condensed these behaviors into eight categories that are taught in CMOE’s Coaching Skills Program.

Some of these significant behaviors that world-class coaches exhibit include:

• Gives recognition of employees worth
• Listens carefully, using reflective listening
• Provides positive feedback – gives credit
• Respects confidentiality
• Owns some responsibility
• Doesn’t point blame
• Asks questions to gather information, asks others to share their views
• Is collaborative and open to other methods to completion of tasks

As I reflect on these differentiating behaviors, I can identify that while my previous supervisor claimed to understand the importance of trust in a coaching relationship, his undermining behaviors with the other managers indicated it was not so. The following examples show his lack of trust.

The Wrong Methods

My supervisor had been told that employees need to take responsibility to grow both professionally and personally. His role was simply to “empower” his team and let them “figure out the rest.” Unfortunately when an employee failed in some capacity, the employee would be reprimanded by this supervisor. In some cases, the person would be ridiculed (he called it joking around) in front of the other team members, simply because he was left to guess his way to success, with no “true” coach helping him find the way.

Additionally, this manager seldom listened to his team. He made “snap” judgments without getting all of the facts or perceptions of anyone or everyone involved. He often cut into the explanations because he felt he had the answer even though he had heard only half the issue.

Finally, the most damaging trait was his inability to keep confidential remarks confidential. He often discussed his meetings with individual team members with other members, especially if some disagreement of thought was explored. With this type of feedback, it didn’t take long for communication from and within his team to cease.

The Making of a Disgruntled Team Member

If people within an organization are reprimanded, ridiculed, and have their confidentiality breached, it makes for a destructive environment. When managers “empower” others, it is critical to allot enough authority, support, and resources so that the employee can complete the task successfully. When a subordinate is asked to be a leader and then fails because they were not setup for success, that person begins to question his/her own judgment. That self-doubt can seriously inhibit their effectiveness to be resourceful or creative for the business.

Build a Positive Culture

To build and maintain a culture of trust, an effective coach must listen. A coach must hear out their employees so that conflicts, problems, and misunderstandings can be rectified. Further, a good listener must be calm and confidential. When there is a disagreement, personal beliefs need to be put aside so the beliefs of each party can be understood. A coach who doesn’t listen, doesn’t know what the real issues are and employees will not only distrust the supervisor, but each other.

In the case of my supervisor, his management team tried talking with him about his coaching and leadership style. Each time he explained that since he had the training, he understood the situation better than they did. Finally a Vice President called for a 360° survey assessment, and as a result, he left the company.

Does this mean all coaching training workshops will have the same results? No, not at all. What it does mean is that coaches need proven methods and processes in their training and education to become effective leaders. This man had many good traits; nevertheless they were overlooked because of his few bad ones. Had this man been given the right training he might have been able to develop his leadership approach that would create a strong personal leadership approach and team that would have taken the business to higher levels. Instead, the business faltered for two years before the team was able to rebuild itself.

Are you ready? Do you have what it takes? Have you developed the crucial skills that will make you an effective leader?

Organizations continually change and doing things the way they have always been done before will not cut it today. Leaders must be flexible and observant of the environment around them. They must think strategically and prepare themselves for new adventures and challenges. Your ability to transition into leadership effectively will define your potential and your ensure success in the future. While there are many skills and qualities to master, there are three areas that will get you started on the right track: influence, coaching, and team leadership.

Influence

Although some may disagree, influencing others is an art. It is difficult to master and too often the most underdeveloped skill. Command and control management, delegating without explanation, and saying “because I said so” is no longer effective. We live in a time where clear communication and collaboration are crucial to achieve desired results. Good influence skills motivate others into action. Leaders must pass on the vision to employees in a way that “the” vision becomes their vision. This is done by clearly articulating the assignments, reasons, objectives, or goals important to the success of the team member’s team, and organization as a whole.

Employees thrive on opportunities to collaborate improving conditions. When they understand how important their contribution is, they often perform at higher levels and increase their commitment not only to the team but to the company as a whole. For the leaders it means gaining solid listening, interpersonal, and communication skills. Leaders must spark excitement within team members and cultivate their desire succeed; but remember, to do this effectively, you must be sincere and genuine.

Coaching

Coaching is more than just one-on-one interaction with a team member, or telling them what to do and how to do it. Coaching is so much more. It requires patience, understanding, and a desire to help improve their performance as a team member. There is nothing more effective than a sincere and passionate coach. Successful leaders are those who can mentor and coach others in a way that is fair and easy to understand. Coaches must also model the skills that ensure success. Coaching isn’t something you can avoid or do once in awhile. Whether it is a formal one-on-one discussion or just coaching in the moment, you need to make the time and energy to give quality coaching to your team members. As their coach, you are developing their potential talent for success.

Team Leadership

In today’s world, most organizations utilize a team approach. So it is vital for new leaders to have the skills to create, build, and lead high performance teams. This includes addressing issues from team cohesiveness to conflict resolution. Most importantly, a team leader must ensure that the team’s direction is aligned with the aims and mission of the organization. By instilling a sense of cohesiveness and accountability in team members, you will put your team on the path to high performance because they will be focused, united, and therefore more efficient.

As you develop and foster your skills of influence, coaching, and team leadership, you will quickly discover the positive effects they will have over you and those around you. Develop these fundamental leadership skills, think strategically, and prepare now so that, you will be a great leader who is equipped and ready with the necessary skills for success.

There are many different types of leaders. There are those who are placed into leadership positions due to accomplishments such as consistently leading a team to success. There are also those who are placed in positions due to company politics. Others might be leaders because they are more senior and experienced within an organization. But simply being placed in a leadership position does not make you a leader. If you do not possess qualities of leadership, then people will likely only follow you because they are required to or they just want to keep their jobs. True leaders are those who make a difference and influence others as a result of the qualities they possess. They are remembered and cherished by those they influence.

Qualities of Leadership

True leaders are characterized by countless descriptions such as determination, sincerity, concern, drive, empathy, trust, hard work, passion, courage, wisdom, etc. Leaders inspire and motivate others using these qualities. These qualities are central to who a leader is and often become central to those who follow and what they become.

An Example of a Great Leader

When I think of great leaders, I think of Lawrence E. Corbridge, who is a prime example of a great leader and possesses many qualities of a great leader and has inspired me to be a great leader. Lawrence is a master mentor, coach, and communicator. He has passion for excellence and a drive for results. He does whatever it takes to succeed within his sphere of influence but not at the expense of others. During my opportunities to work with him, he communicated and clearly instilled the vision he had for our organization. This skill made a lasting impression on my mind and heart. Through this mentor, I was motivated and inspired to be proactive, work hard, be disciplined, and to have passion in what I was trying to accomplish.

As a leader, he would meet with each person within the organization he managed to discuss how they were coming along with their goals and to discover concerns or challenges. He would personally express his gratitude for my work and show concern for my welfare. When I made mistakes he would patiently guide me on how to resolve it and how to avoid making the same mistakes in the future. Never did he have to use coercion or force to compel me to work. He helped me see the critical part I played in the success of the organization. The organizations success was my success.

“The best executive is the one who has sense enough to pick good men to do what he wants done, and the self-restraint enough to keep from meddling with them while they do it.” - Theodore Roosevelt

As you cultivate these qualities and integrate them into your life, you will see a marked difference in the response of employees with regards to quality of work and efficiency. You will see an increase in drive, initiative, and overall satisfaction from those you lead.