Strong, positive teamwork is defined by a leader who has a vision and the ability to inspire his or her team to work toward the realization of that vision. 

The leader is not threatened in the least by the expertise and diversity of his or her team. Rather, a good team leader engages his or her teammates in a discussion about what quality looks like, what is needed to perform and complete the job, and empowers the team members to always strive for quality improvement.

Let’s break all that down into its component parts. The first is a clearly defined leader. I believe every team must have a leader. There must be someone who is in charge and makes the ultimate decisions. 

Team members may take turns being the leader as long as everyone is clear who the leader is on any given day. Another variation of that theme is to have certain people be the leader for projects that are in their area of expertise. However, in every event, there can be no question among teammates who is the leader for that day or project.

The leader needs to have a vision. This is similar to Covey’s second habit, “Begin with the end in mind.” A true leader creates the end product twice—once mentality and then in its actual form. It is impossible to lead toward a fuzzy vision. People are simply not inspired to follow uncertainty.

Having the vision is not enough to inspire teammates to strive toward the same goal. A good team leader knows how to help each teammate see how the end product or service will be useful and what, exactly, their individual contribution is toward that end. 

How does the janitor contribute to fans’ enjoyment at a professional baseball game? By providing a clean, neat bathroom experience—that’s how. If the janitor sees himself as a critical cog in the big picture goal and he receives positive recognition for it, then he is more likely to perform his job with enthusiasm.

Another component of being able to inspire one’s teammates is having a clearly defined mission that everyone, preferably, has had a part in developing, but if not, then at least team members can agree to the previously established team mission. 

This becomes important in times of conflict between team members. When there is a dispute to be solved, it is helpful to have an already established way to measure the solution. Solutions are always held up against the mission and whether or not it will move the team closer or further from the ultimate goal. 

The other advantage of having a mission that has been agreed upon by all team members is that it can enhance cooperation. One of the most difficult things to manage on a team is an individual ego. There can be petty jealousies and a competitive spirit that can kill the cooperation of the best team. The mission statement is a way to minimize this potential for disaster. 

The mission remains the focus that everything else is compared to. An individual’s action is either helpful or hurtful to the mission and dealt with accordingly. The group’s goal must always be placed above any individual’s desires or ego. Jealousy and backstabbing have no useful place on a team.

A good leader is in no way threatened by the expertise and diversity of his or her team. The best leaders are always seeking information from the front line people who are doing the actual work. Without information from team members, the leader’s hands are tied behind his or her back. 

It is also critical to use team members in their areas of expertise. Leaders can’t know everything about everything. There will be team members who have skills and abilities that surpass those of the leader in certain areas. A good leader will ask for help when it is prudent.

This is also a time to value diversity. Having a team made up of people who all do the same jobs in pretty much the same way really has no value. One person could more easily do the job than assembling a homogenous team. 

The value of a team comes from its heterogeneity. Getting feedback and suggestions from people who do things differently is what will spark the creativity and the genius of the team. This is what masterminding is all about. Tap into the wealth that is already there.

Finally, a good leader holds the bar high. He or she does not ask his team to be average or mediocre. Average and mediocre can be easily replaced. The leader asks his or her team to collectively do their very best and when they are done, the leader asks them to always strive for continuous improvement. The work is never done. The team should always be evaluating what has been implemented and be comfortable making suggestions for ways to do it even better.

Previously, I mentioned that a good leader empowers his or her teammates. Creating a need-satisfying environment does this. Team members must get along and know that the leader and the company have their best interests at heart. They must feel important, listened to and respected. They must have the freedom to make choices within the context of their assignments and they must have some fun in their work. 

It is also critical for team members to feel safe. This means that they are not fearful in any way. The team leader is critical in fostering this environment for the empowerment of the entire team.

Tim Hoiseth

Tim has background as is business psychologist and work sociologist with expertise in building organisations and teams to solve problems for the future. Tim has expertise in technology and the symbiosis between human interaction and technology in operational processes.

You’ve made an unusual discovery – there’s not enough time left at the end of the day. The corollary, of course, is your list of important things to do never gets smaller. In any company, the CEO’s to-do list has the potential to grow infinitely.

What’s a senior executive to do?

This is not simply a personal problem. Your company’s future depends on what you do next. As you drive your organization beyond its current plateau, you must change the way you relate to your work. There are three stages to making the transition from chief-cook-and-bottle-washer (CC&BW) to CEO (source of the management and direction of the business). They are:

* Understanding your highest value contribution to your company and focusing on that role.

* Recognizing your position as a leader and owning the job.

* Delegating everything else, and holding others accountable.

Previous articles, Time Well Spent, deals with transition one; Visions of Leadership addresses transition two. This article examines the problem of delegation – giving the work away.

The Issue

You have doubtlessly concluded your next level of company performance requires a managerial change. And hopefully, you have realized the changes necessary are with you. As CEO (or, on a divisional or departmental level – senior executive) your jobs include holding the vision; inspiring your senior management and your staff; fostering key relationships with customers, vendors, investors and the public, etc.

You now need to let go of some cherished things like product design, hiring, perhaps day-to-day sales – many things you handled in the past, often out of necessity – and focus yourself on your role as CEO. What about all these things you used to do? Delegate them. Assign the job to someone else. This doesn’t sound like a big deal, why write a whole article on it?

Do you delegate? Of course you do. But do you delegate the important things? The things you “know” you could do better? The things you are “best” at? Probably not. The question is, should you?

Your highest value contribution

Think about your highest value contribution to your company. Which of your activities generate the most revenue, profit, market share, etc.? Where do you get the most bang for the buck? Like most chief executives, your greatest leverage is in mobilizing the forces around you – your senior staff and your employees, plus key customers, prospects and vendors. Everything else becomes secondary to that in terms of impact.

So the answer is yes. You should give away even the things you are “best” at. And then make sure they are done right. Make sure they are up to spec and delivered on time.

The cost of holding on

Now, the thorny part. Many executives refrain from delegating responsibilities they’ve labeled “critical”. They fear the job won’t be done correctly. Or no one else can do it as quickly, and it won’t get done on time. Or the right attention won’t be paid. Or something. Or something else.

Give it up! The growth of your organization will be stifled to the extent that you hold on to critical functions. Your company will suffer in the exact areas where you think you are the expert!

Product design? You hold up the development of a key component, because you are the expert, yet you are away at a customer meeting. Staffing? Two engineers can’t be hired because you haven’t signed off and are out of town at a meeting with investment bankers. Sales? Negotiations on an important deal are held up because you are in Asia meeting with a vendor.

You become the choke point on each of these vital functions. And you feel – of course – “I have to be involved.” No you don’t. To the exact degree you have not developed your staff to assume these functions, the growth of your company will be retarded.

Aside from fear the job won’t be done as well, there is another, more insidious reason senior executives (particularly entrepreneurs) do not delegate. If you aren’t doing the “important” stuff, you become redundant. Dead weight. Overhead. If you have a great VP of Sales, or a Chief Technologist, what will you do?

You feel this way because you haven’t completed transitions one and two: you haven’t taken the trouble of understanding how you personally create value in your company, and you haven’t fully assumed the role of leader. Once you make these transitions, you won’t have time for the rest. Delegation, not abdication.

Many executives delegate like this. They say, “John, would you take on this project? It has to be done by next Thursday. Thanks.” That’s it. Then, when the job comes back incomplete, they are infuriated. What happened? They left out accountability. They neglected the structure for making sure things happened according to plan.

There are five components to successful delegation.

1. Give the job to someone who can get it done.

This doesn’t mean that person has all the skills for execution, but that they are able to martial the right resources. Sometimes the first step in the project will be education. Maybe your delegate has to attend a seminar or take a course to get up to speed.

2. Communicate precise conditions of satisfaction.

Timeframe, outcomes, budget constraints, etc.; all must be spelled out. Anything less creates conditions for failure. It’s like the old story about basketball – without nets the players don’t know where to shoot the ball.

3. Work out a plan.

Depending on the project’s complexity, the first step may be creation of a plan. The plan should include resources, approach or methodology, timeline, measures and milestones. Even simple projects require a plan.

4. Set up a structure for accountability.

If the project is to take place over the next six weeks, schedule an interim meeting two weeks from now. Or establish a weekly conference call, or an e-mailed status report. Provide some mechanism where you can jointly evaluate progress and make mid-course corrections. This helps keep the project, and the people, on track.

5. Get buy in.

Often timeframes are dictated by external circumstances. Still, your delegate must sign on for the task at hand. If you say, “This must be done by next Tuesday,” they have to agree that it is possible. Ask instead. “Can you have this by Tuesday?” To you this may seem a bit remedial, but the step is often overlooked. Whenever possible, have your delegate set the timeline and create the plan. You need only provide guidance and sign off. As General Patton said, “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.”

If you skip any one of the above steps, you dramatically reduce the likelihood things will turn out the way you want them to. On the other hand, if you rigorously follow the steps, you greatly increase the odds in your favor. Isn’t this more work than doing it myself, you ask. No – it isn’t.

The time it takes to

1) establish the goals,

2) review the plan, and

3) monitor the progress,

is not equal to the time it takes to execute. That is how you gain leverage. This is how you multiply your efforts.

(Occasionally it does take longer to communicate something than to do it yourself. Delegate it anyway. The next time will be easier.)

Above, I’ve referred to projects. This is not to say delegation is reserved for discrete tasks and problems. You also delegate ongoing functions. The process is the same in each case.

As an exercise, ask yourself, what am I unwilling to delegate? Make a list of the reasons why not. Identify the best person in your organization – not you – to take on this project or function. Then call a meeting. Begin the meeting with step one, above.

If there is no one to whom you can give away key functions, you have to look carefully at your staff situation. It may be time to hire the right people. If you don’t have the revenues to support the staff additions, consider what is restraining your growth.

Review your relationship with your assistant or secretary. Have you let them take on there fair share of the workload? Are you giving them sufficiently sophisticated work to do? Are they ready to upgrade?

Some situations call for you to dive back in. Perhaps you are the only one in your company with some particular technical knowledge, or your insight will accelerate the design process, or you have the long-standing relationship with a vendor or customer. Go ahead, dive. Do your thing – briefly, complete the project and resume your leadership position.

Oh, one more thing.

The only point to delegating something is if it frees you for things which create greater value for your company. Don’t give away the hiring function if you are spending your time fiddling with the corporate web site. Don’t hire a Sales VP, if you are spending your time on purchasing. The greatest leverage you have is in leading your company. Lavish your time on that.

Tim Hoiseth

Tim has background as is business psychologist and work sociologist with expertise in building organisations and teams to solve problems for the future. Tim has expertise in technology and the symbiosis between human interaction and technology in operational processes.

For the leaders of organisation there are two levels at which workplace stress must be addressed. Firstly at corporate, strategic level, where a degree of stress is inevitable, given the pace and frequency of change that businesses of all kinds are experiencing today. Political, economic, environmental, social, and technological changes combine to make it essential that the organisation is equipped to respond to or, better, to forecast and prepare for change. The need to manage change successfully adds to the complexities and pressures facing the leaders of the organisation. Secondly, at the operational levels stress which affects the managers and operational staff can be caused by many factors, not least the behaviour of the operational managers themselves.

However, the leaders of the organisation are responsible for the way in which the organisation responds to the threat of negative stress, at both strategic and operational levels. In fact, it is often the behaviour, the actions, the style of the leader(s) that causes the stress. Some of the most common areas in which the negative behaviour of the leader(s) can cause stress are described below.

Successful leaders ensure that their organisations are appropriately resourced. The needs of the organisation’s strategic objectives are assessed and funds are allocated and activity planned to deliver the necessary resources as and when required. Human resources, physical resources, technological resources,  funds, systems, should all be in place or planned for. A monitoring and control process should be in place to respond to the need for changes to the plans. If these processed are not followed, then wherever the plans reach a point where the necessary resources are missing, or incomplete, the stress levels of managers and their teams will rise, as they attempt to achieve the set objectives with inadequate resources. As in most situations where the actions of the leader(s) have lead to problems or difficulties, it is the operational level people who are the first to suffer. However, ultimately it is the organisation that is damaged, through the direct repercussions of the initial mistakes causing problems in areas such as sales or customer  satisfaction,  and then again from the problems caused by the increase in negative stress levels.

In any organisation one of the most common sources of conflict, dispute, and ensuing personal distress, are the related issues of equality of opportunity, diversity, and discrimination. The leader(s) of the organisation must ensure that the culture of the organisation and the actions of individuals supports equality of opportunity and diversity and prevents discrimination of any kind. Effective leaders do this by: making equality, diversity, and prevention of discrimination an essential, high profile element of the organisation’s strategies and objectives; ensuring that all staff are familiar with the organisation’s policies in this area and that they understand their personal responsibilities in complying with the policy; ensuring that the organisational structure and processes are receptive to the different needs and abilities of a diverse workforce; implementing a rigorous monitoring and control process to identify and deal with any breaches of the policies; dealing ruthlessly with any employee, of any status, should they act in an unfair of discriminatory manner. Leaders who do not give strong, visible, leadership in these areas will be risking considerable damage being done. Without strong leadership there is a grave danger of discrimination and unfairness happening, not just at operational levels but also at the executive level. Managers behaving unfairly or in a discriminatory way, or not dealing with such behaviour in others, are the cause of considerable negative stress. The repercussions of these unacceptable actions can include personal distress, the break-up of teams, the collapse of projects, internal disciplinary action, industrial tribunals or civil court action, and leave a climate of hostility, blame, conflict, and unhappiness. The impact in terms of negative stress being generated is enormous. Effective leaders prevent such disastrous repercussions, by ensuring that promote, support, and insist on fairness and equality towards all. 

One of the key responsibilities of the leaders of organisations, indeed in some cases a legal requirement in itself, is to ensure that the organisation complies with relevant legislation and regulations. Effective leaders do this by: monitoring the legal and regulatory environment to identify where the organisation must comply; developing, implementing and maintaining effective policies and procedures to ensure that the organisation meets all legal and regulatory requirements; making certain that relevant people are aware of the policies and procedures and their responsibilities in maintaining them; implementing a monitoring, control, and corrective action system to maintain compliance; providing appropriate resources for operational managers to carry out the policies effectively. Leaders who do not take this responsibility seriously will create opportunities for inadvertent and deliberate non-compliance. The pressures caused by this flawed approach will be felt most by individual operational managers. It is these managers who will be faced with the repercussions of non-compliance, particularly in areas such as health and safety, recruitment and selection, accounting and finance, equal opportunities and discrimination. For these managers, and by default the operational staff, one of the results will be increased negative stress levels. 

The most visible role of the leader(s) is, by default, to lead the organisation into the future. This means planning and managing desired changes, whilst also responding to external forces of change. The manner in which the leader approaches this can influence the response to the changes by the organisation’s managers and employees, which in turn affects the levels of stress caused by the changes. Ways in which to lead change successfully are well documented. To lead change in a manner that will lead to negative stress being generated would need the leader(s) to: not communicate their vision of the future (or worse, not to have a vision); to actively of passively discourage consultation and participation in the change planning process; not give individuals clear information on their roles and responsibilities in implementing changes; denying individuals the influence and authority they need to successfully implement and manage change in their area; set objectives which are unachievable; make no effort to provide resources and support for the removal of barriers to change; not provide information on the progress of change activity; not to reward successful change implementation. The result of such negative behaviour would be to create delays, misunderstanding, tension, uncertainty, and conflicts, and would seriously damage the chances of the change being implemented successfully. The change process raise the negative stress levels of those implementing, or directly affected by the change. Unsuccessful change would inevitably have other negative impacts on the organisation, which in turn would potentially cause more stress.

Effective leaders cultivate and develop a culture that is positive, ethical, and value driven, in order to support the organisation’s strategies. The personal actions and behaviour of the leader(s) and the management of the organisation should reinforce this. Agreed values are communicated across the organisation and people are encouraged to pursue these cultural objectives as rigorously as the operational objectives. The condition of the organisation’s culture is monitored and corrected as required to maintain the set values. Poor leaders do not view developing a positive culture as important, pursuing instead only the profit-related objectives. Under such leadership the organisation will deteriorate, and managers and staff will have no guidance as to how to behave professionally and ethically. One by product of this will be that unethical practices will flourish and levels of trust and openness will diminish. Conflict and disagreement will grow. In such a climate it is inevitable that an increase in negative stress will occur, as motivation and morale levels fall.

The role of the leader is, of course, to lead, but to lead in a way which represents the values and mission of the organisation. In areas such as ethics, equality of opportunity, non-discrimination, fairness and openness, the leader(s) must also take on the mantle of acting as a role model for others in the organisation. Positive leaders will ensure that managers throughout the organisation are properly trained in management skills and undertake continuous development, that innovation and creativity is encouraged. Strong leaders will ensure that managers or staff who behave inappropriately in contradiction of the values of the organisation will be removed. Leaders who do not lead in these ways will confuse and dismay others in the organisation. Without strong, value driven leadership, the organisation is as a ship without a captain, drifting at sea, at the mercy of the winds and the tides. The chances of the organisation not running into difficulties will be slim. In such an organisation stress levels will rise and the ensuing damage will add to the organisation’s difficulties.

It is clear that the leader(s) of organisations have enormous influence on the culture, the values, the behaviour, of individuals, teams, managers, and the corporate body itself. It is also the case that poor or inappropriate leadership behaviour will damage the organisation. Until now this has not been linked to the amount of negative stress that is generated within an organisation. But it is equally clear that poor, unfocused, unethical, or weak leadership will cause serious damage to the organisation, both directly in terms of the consequences of poor decision making, or indirectly due to the repercussions of increases in negative stress levels in individuals within the organisation. It is no longer sufficient to assess the success of a leader by evaluating visible success factors only. The effect on stress levels, caused by the style of leadership and the actions of the leader, should also be taken into consideration. The behaviour and actions of an effective leader will reduce stress levels and generate a positive, productive, healthy workplace. The behaviour and actions of a poor leader will do the opposite and increase negative stress levels and create an unhealthy and unproductive workplace. Those with responsibility for the success of the organisation must ensure that the leader is one that produces a positive, healthy, productive organisation. Without such a leader the organisation will fail to achieve its objectives, decline, and die.

Tim Hoiseth

Tim has background as is business psychologist and work sociologist with expertise in building organisations and teams to solve problems for the future. Tim has expertise in technology and the symbiosis between human interaction and technology in operational processes.

Team building has become one of the newest buzz words in the corporate lexicon. In fact, for at least the last decade surveys of business leaders in every industry have shown that the prime characteristic they look for in new hires is the ability to work with a team. And why not? Research has shown that when people work in teams, they can accomplish far more than a group of individuals working together. But not all team building activities are created equal. Over the last few years, some industry experts have leveled criticism at the ‘quick-fix’ attitude that has been adopted by many companies who attempt to create or sponsor their own team building activities. 

In order to be effective, say experts in corporate teams, a team building event must: 

• Be integrated with real work goals.

It’s not enough to plan a fun day of activities for your team. The team building event that you plan should help focus the members of the team on what’s not working and what needs to happen for the team to work together.

• Be part of an overall company goal.

Plan team building activities and events as part of the company’s overall plan for success. That means more than just a one off event to go buggy riding. Team building events should be an ongoing, annual or semi-annual event.

• Be planned by a team. 

After all, the goal is to promote teamwork. The planning team should model the behavior that you expect it to promote.

• Be followed up with real work integration.

A one off event that has no follow up in the work world will be seen as a holiday at best – and a cynical attempt at manipulation at worst. To be meaningful, team building efforts must continue beyond the event day.

• Be reinforced by rewarding teamwork and team behavior.

Once you have a team that’s working as a team, you need to reinforce that behavior by rewarding it. Recognition of teams that are working exceptionally well, specialcorporate events to mark team accomplishments and notice in the company newsletter are all ways to reinforce and reward teamwork within your company.

If planning an event that will do all that seems daunting, keep in mind that there are companies who make this their business. A corporate events planner can offer your company custom team building activities that are designed to help your employees and coworkers focus on the importance of working together as a team by providing focused activities that require each participant to work as part of a team. Don’t just hire on a company to throw a do for your organization. Seek out a real professional with experience and expertise in building exercises that build teams.

Tim Hoiseth

Tim has background as is business psychologist and work sociologist with expertise in building organisations and teams to solve problems for the future. Tim has expertise in technology and the symbiosis between human interaction and technology in operational processes.

Being a leader is constantly facing challenges. And by leading people, much of those challenges involves people. So it comes by no surprise that people skills are one of the essential skills a leader can have. I will go trough some easy approaches on how to facilitate a solution, rater than taking part of it. People tend to agree and stick to solutions at a much greater extend if they found the solution themselves.

Question: I own and run a company, but my leadership skills are sometimes lacking. My Senior Team refers to me as “Mr. Soft,” because I fail to discipline those who breach company policies. I am having particular difficulty with my VP of Sales. While he does bring in new accounts, he consistently enters them incorrectly and causes all sorts of problems for production staff. My team keeps telling me to “let him have it,” but I am not sure what to say. How do I make him accountable without simply firing or threatening to fire him?

Answer: Congratulations! You are already demonstrating great leadership wisdom by seeking solutions aside from threatening job loss. The accountability you want would never develop from firing or threatening to fire, anyway. Exceptional leaders build accountability and empower their employees by asking them questions. My philosophy of leadership is “ask, don’t tell.” Although you have identified the VP of Sales as causing the current problems, make sure you have all the facts. This could be a great opportunity for you to build accountability – not just in this employee, but in all your employees.

I suggest holding a company-wide meeting, focused on the big picture of how sales orders are processed. Use the situation with the VP of Sales as an example, and ask, “Is this order representative of how this company functions?” Either everyone will agree, or an interesting discussion will ensue between the disagreeing parties. Sometimes, your role as a leader is to stay out of the middle and simply facilitate. The managers of your various departments likely understand the facts better than you do, and it is perfectly ok to admit this. Enter the meeting with an open mind. Even if your employees begin by arguing and finger-pointing, they will eventually work through to the facts. You may need to pepper the conversation with questions, but try not to give answers.

Once the group has pinpointed the actual problem and the individual(s) involved, begin discussing solutions. Ask simply, “How would you like to solve this?” Even if you have solutions in mind, great leadership requires you to trust others to develop their own answers. Given this is the first time you have undergone this process, I suggest you stay in the meeting. Continue to only ask questions, and if asked your opinion, refrain from giving it. Remind your managers that you trust them to run their departments and make money for your company, so surely you trust them to solve issues, such as this one. Initially, this entire process may be extremely time-consuming and frustrating for everyone involved. Be confident that you are moving in the right direction! Your employees will soon become more energized as they feel empowered, and the time will prove well worthwhile. By the end of this process, you too will find your power and realize you built accountability by merely asking questions. Remember: Ask, don’t tell.

Tim Hoiseth

Tim has background as is business psychologist and work sociologist with expertise in building organisations and teams to solve problems for the future. Tim has expertise in technology and the symbiosis between human interaction and technology in operational processes.

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The first area that we look at is that of Personal Attributes. This is a blend of knowledge, expertise, and competencies, encapsulated in the approach, the behaviour, of the leader. In organisations of all sizes and in all sectors, public and private, these characteristics are key to effective leadership. The essential personal attributes are as follows. 

Behaving Ethically, by: learning about the ethical issues and concerns that impact on your business sector; adopting a balanced, open-minded approach to the ethical concerns of others; considering the ethical issues and implications of all personal actions and organisational activity; raising and discussing ethical issues before proposing or agreeing to decisions; resisting pressures from the organisation or its partners to achieve objectives by unethical means. 

Thinking Strategically, by: learning and understanding how the different functions, physical divisions, and layers, of the organisation should work together: understanding the complexities of, and the changes happening in, the external environment, and considering how the organisation can best respond the these; understanding the strengths and weaknesses of the organisation, and the opportunities and threats facing it; understanding how the strategic objectives are influenced by all the current and forecast influences that will impact on the organisation; understanding that the operational objectives and targets must be in line with and support the strategic objectives of the organisation; being aware of and responding to the behaviour of current and potential competitors. 

Supporting Corporate Goals, by: helping to create and communicate a vision which can be understood and supported by people at all levels; helping others to understand and contribute to the strategic goals; giving visible personal support to the strategic direction and specific goals set by the organisation. 

Communicating Effectively, by: being responsive to messages and signals from the internal and external environments; making effective use of communication channels from and to all levels within the organisation; pro-actively encourage the exchange of information within the organisation, and amongst suppliers, customers and partners; listening to others, including those with opposing views, carefully and thoughtfully; selecting personal communication styles that are appropriate to the different situations and audiences. 

Gathering Information, by: establishing multiple channels and networks which generate a constant flow of information, from within and outside the organisation; regularly and consistently gathering, analysing, challenging, and using the information gathered. 

Making Decisions, by: establishing a consistent approach to the analysis of information; drawing on personal experience and knowledge to identify current and potential problems; consider a range of solutions before selecting the final one; ensuring that the selected decision is feasible, achievable, and affordable; considering the impact of the decision on all stakeholders, at all levels, before approving implementation. 

Developing Effective Teams, by: appreciating the contribution of others, at all levels in the organisation; ensuring that individuals and teams are kept informed of plans, developments and issues that will affect them; ensuring that individual and team development schemes are given appropriate priority; providing personal support for the implementation and maintenance of development activities for individuals and teams at all levels. 

Behaving Assertively, by: understanding and responding to personal roles and responsibilities; adopting a leading role in initiating action and decision making; taking personal responsibility for decisions and actions; being properly prepared for involvement in activities and events; being confident and professional in dealing with change and challenges; refusing unreasonable demands; defending and protecting individuals and teams from unfair or discriminatory actions; remaining professional in manner at all times. 

Concentrating On Results, by: contributing to the establishment of an organisational culture that demands high standards and high levels of performance; focusing on objectives and planned outcomes, at all times; dealing with issues and problems when they arise; planning and scheduling personal work and the work of others in ways which make best use of available resources; delegating appropriately; giving personal attention to the critical issues and events. 

Managing Yourself, by: reflecting regularly on personal performance and progress; pro-actively asking for feedback on personal performance; changing personal behaviour in the light of feedback received; being responsible for your own personal development needs. 

Presenting a Positive Image, by: adopting a leading role in initiating action and decision making; behaving in a professional manner at all times; being open-minded and responsive to the needs of others; visibly working towards personal and career development goals; adopting an ethical approach to all personal and organisational activity; being supportive to colleagues; demonstrating fairness and integrity at all times. 

In Summary: these essential attributes are many, and difficult to maintain consistently, but they are the attributes needed by, and expected of, our business leaders. The size of the organisation, the business sector, whether public or private, is of no consequence. The leaders of all organisations should be role models for others, be visible champions of high standards of professional and ethical behaviour, be leaders who others in their organisations can be proud of, and be leaders that competitors are envious of. Not many of these characteristics are imbued in our leaders by default. They have to be learned, can be learned, and should then be continuously developed and enhanced. With these personal attributes in place, and being demonstrated in behaviour and actions, business leaders will be more effective and more successful.

Tim Hoiseth

Tim has background as is business psychologist and work sociologist with expertise in building organisations and teams to solve problems for the future. Tim has expertise in technology and the symbiosis between human interaction and technology in operational processes.

A great cloud of jargon, debate, and junk theory surrounds the idea of leadership, what it is, who does it, and how to do it well. But if you have just been promoted, and you’re responsible for a group for the first time, there are only a few things you really need to know about leadership.

When you get promoted and become responsible for the performance of a group you become a leader. But you don’t undergo some magical change. In fact, it will probably take you over a year to completely adjust to your new role.

You’re a leader because the people in your group treat you like one. The only choice you have is what kind of job you’ll do.

When you become a leader your power actually goes down. As an individual contributor, you just have to decide to work harder, longer or smarter to improve performance. When you’re responsible for the performance of a group, the group is your destiny. They choose whether to act or not.

When you become a leader, your influence goes up. The people who work for you pay attention to what you say and do. They adjust their behavior accordingly.

The result is that you use your behavior (what you say and do) to influence the behavior of the people who work for you to achieve a defined objective.

Achieving the objective is part of your job as a leader. The other part is caring for your people.

It may be possible to achieve good short term results without caring for your people. But you can’t achieve long term success for you or your company without the willing cooperation of the best folks you can find.

At the end of the day, you can measure your leadership based on those two standards. Did we accomplish the mission? Are the members of my group better off today than yesterday?

You can find out more about all of this and learn it almost effortlessly from my book, Performance Talk: The One-on-One Part of Leadership.

Tim Hoiseth

Tim has background as is business psychologist and work sociologist with expertise in building organisations and teams to solve problems for the future. Tim has expertise in technology and the symbiosis between human interaction and technology in operational processes.

“The miracle power that elevates the few is to be found in their industry, application, and perseverance, under the promptings of a brave determined spirit.” – Mark Twain

Many motivational experts like to say that leaders are made, not born. I would argue the exact opposite. I believe we are all natural born leaders, but have been deprogrammed along the way. As children, we were natural leaders – curious and humble, always hungry and thirsty for knowledge, with an incredibly vivid imagination; we knew exactly what we wanted, were persistent and determined in getting what we wanted, and had the ability to motivate, inspire, and influence everyone around us to help us in accomplishing our mission. So why is this so difficult to do as adults? What happened?

As children, over time, we got used to hearing, No, Don’t, and Can’t. No! Don’t do this. Don’t do that. You can’t do this. You can’t do that. No! Many of our parents told us to keep quiet and not disturb the adults by asking silly questions. This pattern continued into high school with our teachers telling us what we could do and couldn’t do and what was possible. Then many of us got hit with the big one institutionalized formal education known as college or university. Unfortunately, the traditional educational system doesn’t teach students how to become leaders; it teaches students how to become polite order takers for the corporate world. Instead of learning to become creative, independent, self-reliant, and think for themselves, most people learn how to obey and intelligently follow rules to keep the corporate machine humming.

Developing the Leader in you to live your highest life, then, requires a process of unlearning by self-remembering and self-honoring. Being an effective leader again will require you to be brave and unlock the door to your inner attic, where your childhood dreams lie, going inside to the heart. Based on my over ten years research in the area of human development and leadership, here are ten easy steps you can take to awaken the Leader in you and rekindle your passion for greatness.

1. Humility. Leadership starts with humility. To be a highly successful leader, you must first humble yourself like a little child and be willing to serve others. Nobody wants to follow someone who is arrogant. Be humble as a child, always curious, always hungry and thirsty for knowledge. For what is excellence but knowledge plus knowledge plus knowledge – always wanting to better yourself, always improving, always growing. When you are humble, you become genuinely interested in people because you want to learn from them. And because you want to learn and grow, you will be a far more effective listener, which is the #1 leadership communication tool. When people sense you are genuinely interested in them, and listening to them, they will naturally be interested in you and listen to what you have to say.
2. SWOT Yourself. SWOT is an acronym for Strengths, Weaknesses, Opportunities, and Threats. Although it’s a strategic management tool taught at Stanford and Harvard Business Schools and used by large multinationals, it can just as effectively be used in your own professional development as a leader. This is a useful key to gain access to self-knowledge, self-remembering, and self-honoring. Start by listing all your Strengths including your accomplishments. Then write down all your Weaknesses and what needs to be improved. Make sure to include any doubts, anxieties, fears, and worries that you may have. These are the demons and dragons guarding the door to your inner attic. By bringing them to conscious awareness you can begin to slay them. Then proceed by listing all the Opportunities you see available to you for using your strengths. Finally, write down all the Threats or obstacles that are currently blocking you or that you think you will encounter along the way to achieving your dreams.
3. Follow Your Bliss. Regardless of how busy you are, always take time to do what you love doing. Being an alive and vital person vitalizes others. When you are pursuing your passions, people around you cannot help but feel impassioned by your presence. This will make you a charismatic leader. Whatever it is that you enjoy doing, be it writing, acting, painting, drawing, photography, sports, reading, dancing, networking, or working on entrepreneurial ventures, set aside time every week, ideally two or three hours a day, to pursue these activities. Believe me, you’ll find the time. If you were to video tape yourself for a day, you would be shocked to see how much time goes to waste!
4. Dream Big. If you want to be larger than life, you need a dream that’s larger than life. Small dreams won’t serve you or anyone else. It takes the same amount of time to dream small than it does to dream big. So be Big and be Bold! Write down your One Biggest Dream. The one that excites you the most. Remember, don’t be small and realistic; be bold and unrealistic! Go for the Gold, the Pulitzer, the Nobel, the Oscar, the highest you can possibly achieve in your field. After you ve written down your dream, list every single reason why you CAN achieve your dream instead of worrying about why you can’t.
5. Vision. Without a vision, we perish. If you can’t see yourself winning that award and feel the tears of triumph streaming down your face, it’s unlikely you will be able to lead yourself or others to victory. Visualize what it would be like accomplishing your dream. See it, smell it, taste it, hear it, feel it in your gut.
6. Perseverance. Victory belongs to those who want it the most and stay in it the longest. Now that you have a dream, make sure you take consistent action every day. I recommend doing at least 5 things every day that will move you closer to your dream.
7. Honor Your Word. Every time you break your word, you lose power. Successful leaders keep their word and their promises. You can accumulate all the toys and riches in the world, but you only have one reputation in life. Your word is gold. Honor it.
8. Get a Mentor. Find yourself a mentor. Preferably someone who has already achieved a high degree of success in your field. Don’t be afraid to ask. You’ve got nothing to lose. Mentors.ca is an excellent mentoring website and a great resource for finding local mentoring programs. They even have a free personal profile you can fill out in order to potentially find you a suitable mentor. In addition to mentors, take time to study autobiographies of great leaders that you admire. Learn everything you can from their lives and model some of their successful behaviors.
9. Be Yourself. Use your relationships with mentors and your research on great leaders as models or reference points to work from, but never copy or imitate them like a parrot. Everyone has vastly different leadership styles. History books are filled with leaders who are soft-spoken, introverted, and quiet, all the way to the other extreme of being out- spoken, extroverted, and loud, and everything in between. A quiet and simple Gandhi or a soft-spoken peanut farmer named Jimmy Carter, who became president of the United States and won a Nobel Peace Prize, have been just as effective world leaders as a loud and flamboyant Churchill, or the tough leadership style employed by The Iron Lady, Margaret Thatcher. I admire Hemingway as a writer. But if I copy Hemingway, I’d be a second or third rate Hemingway, at best, instead of a first rate Sharif. Be yourself, your best self, always competing against yourself and bettering yourself, and you will become a first rate YOU instead of a second rate somebody else.
10. Give. Finally, be a giver. Leaders are givers. By giving, you activate a universal law as sound as gravity life gives to the giver, and takes from the taker. The more you give, the more you get. If you want more love, respect, support, and compassion, give love, give respect, give support, and give compassion. Be a mentor to others. Give back to your community. As a leader, the only way to get what you want, is by helping enough people get what they want first. As Sir Winston Churchill once said, “We make a living by what we get, we make a life by what we give.”

Tim Hoiseth

Tim has background as is business psychologist and work sociologist with expertise in building organisations and teams to solve problems for the future. Tim has expertise in technology and the symbiosis between human interaction and technology in operational processes.

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