Ten Tips on being a Good Leader

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Here at the-Coaching Blog-run by Gerard O’Donovan, our aim is to constantly bring value to those seeking to improve their lives. Therefore we have a policy of publishing articles and materials by guest authors whom we value and appreciate. Today’s guest author is Andy Johnson (South Africa).
What? More Advice! There are undoubtedly more books, articles and quotes about leadership than almost any other topic.  However, The template for the “ideal leader” in any organisation is not the same today as it was five years ago, and it will not be a good fit for the needs of five years hence – not least because leadership is inextricably linked to situations. Those situations which leaders encounter is often novel, and usually unpredictable. Leadership does, after all, involve dealing with one of the most complex organisms on this planet – the human being!
Even if some basic leadership characteristics remain constant, the ways in which those needs to be manifested are subject to change – personal style is a major factor and authenticity remains an essential factor. Leading is one of life’s most intense personal experiences. It develops better and faster when learned than when taught – so that while advice provided by books, courses, and webinars can provide some clues, it is putting that knowledge into action , and reflecting on  the results, then taking steps to improve the outcome on the next occasion, which will develop the truly successful leader.
So here are some thoughts to aid that process of applied leadership. To introduce them, I have used some inspiring quotes.

1. It is better to lead from behind and to put others in front, especially when you celebrate victory when nice things occur. You take the front line when there is danger. Then people will appreciate your leadership. —Nelson Mandela

This sentiment has often been expressed, but is so valuable it bears repeating. When there are plaudits to be handed out, make sure they go to your followers.  When there is blame to be accepted or difficult challenges to be faced, step up!

2.  One of the tests of leadership is the ability to recognise a problem before it becomes an emergency. —Arnold Glasow

One of the particularly important leadership traits is, I believe, the ability to look ahead – scan the horizon for possible storm clouds when everyone else is basking in the sunshine.  A great leader needs to be optimistic in the sense of providing confidence and assurance to their followers, but that does not mean that privately, they should be regularly asking the question “What could go wrong now?”

3. What you do has far greater impact than what you say. —Stephen Covey

Never underestimate the degree to which, as a leader, you are under continuous scrutiny.  Everything you do – or do not do – will be analysed and interpreted by your followers. Furthermore, if you are not congruent in word and deed, those interpretations will often be far from the messages you intended to communicate.

4. Leaders must be close enough to relate to others, but far enough ahead to motivate them. —John C. Maxwell

As a leader, you may typically spend a lot of time thinking around an issue before you reach a position when you can share your thinking with others.  There is a risk that you overlook that time when you come to share your conclusion, and jump too far ahead too quickly for your followers to keep pace or understand. Remember always to make sure that your followers are still with you – share your thinking and motives, and check for understanding before rushing ahead.

5. Leadership and learning are indispensable to each other. —John F. Kennedy

Leaders often talk about leaving a legacy – what better than to leave a group of well developed, competent and confident people who can continue to deliver excellence after you, as their leader, has moved on?

6. When I give a minister an order, I leave it to him to find the means to carry it out. —Napoleon Bonaparte

A leader has to be able to recognise the things that he or she uniquely can do, and devote time to doing them.  The corollary of this is being able to recognise the things the leader does not need to do – and stop doing them. This often means getting out of our comfort zone and dealing with the tricky stuff.

7. A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be. —Rosalynn Carter

A leader often has to take decisions and act in complex situations when there is no obvious single course of action. However, a word of caution – beware of the ‘leader always knows best’ syndrome.  The leader may always have to make the final decision and take responsibility for it, but that does not mean that soliciting the views of others is a sign of weakness or poor leadership.

8. Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall. —Stephen Covey

A slightly different take on ‘doing things right’ as opposed to ‘doing the right things’. However, it is the leader’s responsibility to make sure that the direction or vision of the team is thoroughly tested and regularly reviewed to make sure, in this rapidly changing environment, that it remains relevant and appropriate.

9. The key to successful leadership today is influence, not authority. —Kenneth Blanchard

Leadership today is certainly an activity that succeeds with the permission of one’s followers, not by some assumed or traditional authoritarian right. Being able to encourage, support and guide in equal measure, and being able to understand what style is required at various times, are key skills for any good leader.

10. Whatever you are, be a good one. —Abraham Lincoln

What an excellent objective – as a leader, you can only be yourself, so focus your energies on being the best you can be, and continuing to improve, rather than comparing yourself with others. So get feedback whenever possible on your effectiveness, and act on it.
About Andy Johnson
Andy Johnson trained as a leader, and then held senior leadership positions over 30 years in both public and private sectors and not-for-profit organisations. For the past 20 years has worked as an Executive Coach with Change Partners, the pioneering Coaching Provider in Southern Africa which he founded in 1997.
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