A leader is one who knows the way, goes the way, and

shows the way... John C. Maxwell

A great leader's courage to fulfill his vision comes from passion
, not position . .. John Maxwell
Remember: leadership skills and techniqes can be
learned. !o don"t ha#e to be a natral leader.
Meet yor team . Regularly - daily, weekly or monthly, depending on
your place and type of work - have meetings of all the memers of the team.
$eep these meetings short, focsed and action%orientated . Make sure
every memer of the team contriutes in some way and acknowledge that.
&tay close to yor team . At some point, every day, walk around
the office and say "Hi" to everyone who works for you. !f you're not in the
office that day, call and see how people are. "his gives you a chance to
en#uire or encourage and gives them an opportunity to raise issues or make
suggestions.
Care for yor team . "hat means knowing what matters to each
memer$ their health, their partner, their children, their relatives, their
interests, their hopes, their fears.
'rain yor team . %very team memer should have at least two days
training a year. &ewer and more senior colleagues should have more. !f they
don't ask to go on training sessions, suggest some suitale courses.
(row yor team . "hrough varied experience and regular training,
you should e developing each team memer to e more and more confident
and more skilled.
)nspire yor team . 'onsider making availale a motivational #uote
or story every week or month.
Celebrate with yor team . "his might e a personal event, such as
a memer's irthday or anniversary, or a professional occasion, such as
completing a pro(ect or winning a contract.
&ocialise with yor team . )ave lunch or an after-work drink with
them, especially when a memer has a irthday or there's another reason to
celerate.
&et ob*ecti#es for each team member . As far as possile, these
o(ective such e &MAR' - & pecific M easurale A chievale R esourced
' imed.
Re#iew the performance of each team member . At least once a
year - at least #uarterly for the first year of a new team memer - have a
review session where you assess performance, give feed-ack and agree
future o(ectives and training.
'hank constantly . "he words "Thank you" take seconds to say, ut
mean so much.
+raise constantly . "he words "Well done" take seconds to say, ut
will e long rememered and appreciated.
Commnicate constantly . *on't assume that people know what
you're doing, still less what you are planning or thinking. "ell them, using all
the communication tools to hand$ team riefings, electronic newsletters,
organisational newspapers.
,liminate . "oo often we do things ecause they've always een
done. +ife changes. 'onsider whether you could stop doing certain things
altogether.
-elegate . ,ou don't have to do everything. *evelop your team
memers y training them to do more and trusting them to take over some of
the things you've een doing.
,mpower . A really effective leader sets clear o(ectives for his team
memers, ut leaves detailed implementation of these o(ectives to the
discretion and (udgement of individual memers of the team. As -econd
.orld .ar /.-. 0eneral 0eorge -. 1atton put it$ .-on"t tell people how to
do things. 'ell them what to do and let them srprise yo with their
reslts/ .
0acilitate . A confident leader does not try to micro-manage his
team, ut makes it clear that, if team memers need advice or assistance, he
is always there to facilitate and support.
1e on time . Always start meetings on time and finish them on time.
&atural reaks keep people fresh. -hort meetings concentrate the mind.
1e seen . *on't (ust talk the talk, ut walk the walk. -o visit each unit
or department for which you are responsile on a regular asis. *on't do this
unannounced - you are not out to undermine other leaders or catch out staff.
-o arrange with the unit leader or departmental head when you'll visit and
ask him or her to walk round with you.
Make time . Managers are often very usy and this can deter people
from approaching you, so make time for people and e approachale. 1eople
will appreciate you taking five minutes out of your usy schedule, especially if
you act on2listen to what they say.
Really listen . Many of us - especially those who think they are
important - don't really listen, ut instead think aout what they're going to
say next. 0ive the person speaking to you your full attention and really take
on oard what they are saying.
Accept honest criticism . 'riticism is hard to take, particularly from
a relative, a friend, an ac#uaintance or a stranger - ut it's a powerful tool of
learning. Aove all, assess criticism on merit, without regard to its originator.
'hink strategically . "he doers cut a path through the (ungle3 the
managers are ehind them sharpening the machetes3 the leaders find time
to think, climb the nearest tree, and shout "Wrong jungle!" 0ind time to
climb the trees.
2a#e a mentor or bddy , someone doing similar work in the same
or a similar organisation with whom you can regularly and frankly discuss
your progress and your prolems as a leader.
2a#e a role model , someone who can inspire yo to be a trly
great leader.
Constantly re#isit and re#iew these tips . !n his seminal work,
4"he -even )aits 5f )ighly %ffective 1eople4, -tephen 'ovey puts it this
way$ "Sharpen the saw" .
+lan yor sccession . ,ou won't e there forever and you may not
e in control of the timing and circumstances of your departure. -o start now
to mentor and train at least one colleage who could take over from you.