Leadership is largely about being self and maintaining your personal reliability rather than learning some form of text file. Obsessive leaders need to be always true to themselves; not a slave in the wake of other ideas. It does not mean that the models can not be powerful examples.
Own leaders are not only willing to show their weaknesses because they know they are not great, but to use them at their expense. Obviously, this does not mean technical weaknesses or functional failures as this would actually be effective. Instead, what is alleged is that leaders can and sometimes have to show their personality characteristics – maybe they are badest temptations in the morning, are somewhat shy of new people or even little disorganized. Such entries show that they are human and this sounds like someone who confirms that the leader is a person – not only a shareholder.
Experience true ones, leaders can allow others to know and help them and this creates better cooperation; Followers can also feel better if they have something to complain about. So by sharing at least some of their weaknesses, leaders can prevent others from recovering from damage.
True leadership is much more than a performance show. Actual leaders recognize their flaws and can even enable them to work for them.
Good leaders always rely on their ability to read situations. They develop & feel, & # 39; for environments and interpret soft data without having to say it. They know when the team is complex or when independence needs to shake. There are three levels of local sensitivity, each of which has its own particular abilities.
Successful leaders are constantly learning about the reasons, attributes and skills of their important subordinates. They get to know their people with a formal and often better, informal relationship like traveling together.
Successful leaders read their team. They analyze the combined balance between team members, tension between projects and processes and how the team builds their skills.
Finally, they are concerned about eliminating the cultural characteristics of their organizations and holding their fingers on the pulse of the climate.
It sounds a cheek's tongue saying leaders take care of their people. Always taken care of races in order to see the manager again from training in education and talent with new concerns for others. Successful leaders do not need a training plan to convince their employees that they are very similar. They are clearly watching their people carefully about their work.
Genuine concern is difficult because it always involves personal risk – shows some part of yourself and your strongest held values seem quite scary. It can also take some solutions – the ability to stand back, see the whole picture and sometimes make strong decisions. Leadership was never a competition.
Active leaders use their differences and continue to distinguish themselves with personal qualities such as sincerity, loyalty, creativity or pure expertise.
Using this difference is an important leadership opportunity. But as always, risk – too much distance makes it impossible to perceive the situation correctly or communicate effectively.