Management Accountability

When a person is employed or promoted to a management position where individuals are needed to report straight to them, integral in that activity is accountability for those employee’s efficiency as well as efficiency. This often comes as a shock or shock to a supervisor when they get their sneak preview evaluation as well as it is less than sufficient. A sales person is entirely liable for himself or herself and also the work they do. As soon as advertised to administration this responsibility of what others may or may not achieve is brand-new region for them.

Liability for another person’s activities is an extremely hard adjustment. It is against our all-natural disposition to approve duty for somebody else. The all-natural propensity is at fault others for the error or failing. Two reasons may represent a supervisor attempting to pass the blame to a subservient or other manager. Initially, the manager feels that others view them as much less compared to capable in their duty and weaken their authority and also second, the manager try’s to avoid shame for a mistake or hide. What every supervisor has to discover and accept in their setting originates from Head of state Harry Truman’s workdesk where he positioned a sign, which said: “The Buck Quits Here.”

Every manager that has actually accepted a position of obligation for others in their cost is liable for them. For their function, the dollar quits with them. Playing the “blame video game” minimizes administration authority, affects worker efficiency and also motivation, as well as stymies team effort. Astute “upper” supervisors recognize when one of their records is trying to appoint accountability to others and also failing to approve this is worse in the eyes of those the supervisor reports to compared to the blunder itself.

Just recently an operational area manager was going over “grievances” with a valued consumer. The consumer was instead heated and also requiring in their analysis of the cleansing they viewed was lacking. The consumer wanted outcomes – not excuses or blame yet what she listened to; I didn’t evaluate this business, we don’t have sufficient individuals to deal with the work, now the property manager exclaimed, “I do not wish to hear another person is responsible or any various other excuses, either you will do the task as I want or I will find somebody who will.” The district supervisor’s reasons were an exercise in futility with the valued consumer.

Furthermore, the area manager made these excuses in front of the job supervisor and also the whole conversation was repeated to others in the cleansing company. The person in charge of valuing the account was, not surprisingly distressed, with the functional district supervisor, blaming behind their back. The cost was based on the original specifications provided by the home management firm and in an added meeting the property manager consented to pay more for the special demand.

Even though the consumer accepted aid in rectifying the cleaning problems, the damages to workers in the cleaning company was not solved. Depend on as well as regard was lost by the manager, the rates individual, and location managers that report to the district manager. Every person marvels when they will be blamed for a blunder, as well as motivation and also productivity has been influenced. The operational supervisor’s authority has been damaged by this case.

The Bay of Pigs intrusion was a huge failing for President John F. Kennedy. To Head of state Kennedy’s credit history, he accepted full responsibility for the ordeal. Consulting with papers, Kennedy stated, “This administration means to be candid regarding its mistakes. For as a wise male when said, ‘An error does not end up being a mistake up until you refuse to fix it’… the final responsibility for the failing of the Bay of Pigs intrusion was mine and also mine alone.” There were no excuses or justifications, just full obligation for the failing and also his benefit for the honesty, his appeal escalated.

Blunders, failings, and also troubles belong of the business globe as well as will always take place. “Failing,” shows Zig Ziglar, “is an occasion, not an individual.” The mistakes you make don’t make you much less of a leader, exactly how you manage the blunders establishes your management credentials and also if you will proceed to have fans. Comparison President Kennedy’s handling of the error versus the operational district manager. The lesson to be discovered; leadership and accountability go together. A genuine leader will certainly be a good idea to keep in mind that knowledge.

Gaylen is the Director of Sales for University Service providers, a complete center company. Free of cost details on How you can Clean soon create:!.?.!

Leadership Preparedness

Many organizations have actually not prepared themselves for a long-term siege. Not just is it vital to recognize and also interfere in the results of long-term tension on top, yet it is likewise imperative to believe in terms of brushing the organization for future situations through management readiness, organizational wellness emphasis, society treatments, and sequence methods that make up leading with difficult times.


In any kind of organization under long-term tension, there will be an effect on Management! In some cases the result is blatant as well as at other times, subtle. No matter, with time your management will certainly not be running at optimum efficiency unless you deal with the effects of the stress.Â

Formerly natural teams will certainly very likely develop count on problems. Why? Because when the answers are unclear as well as evident, style differences will certainly come to be much more obvious. People who typically function well with each other may come to be contentious and argumentative. Those who are crucial, risk takers, pleased by fast feedback and also action will become restless with the a lot more thoughtful, deliberating method to problems. Those slower to act will certainly come to be anxious with the regarded “knee jerk” feedbacks of their formerly “brilliant” peers. Communications will come to be much less fluid as it is “prudent” to maintain points to yourself if you intend to sustain liberty of movement.Â

Lawn wars come to be a lot more vital, and sometimes lethal. Leaders who must be banding to deal with the opponent are typically seriously combating for themselves. “Looking excellent”, threat evasion, not making errors, not attracting negative attention are all behaviors that are apparent in the ideal of times. In bad times, they have the tendency to grow. Browse. For how long can your leaders “hold their breath?”Â

It is essential to observe the influence of anxiety on an organization with time. Early in the dance, individuals could essentially still be running from a solid code of habits which adds to the favorable direction of the organization.Â

With time, people use down as well as allow their fear regarding the future to have even more have fun with their feelings. Expecting the signs and also interfering to remind individuals of that they are is an essential action which ought to be duplicated frequently over a lengthy crisis.

Getting ready for Tough TimesÂ

Also the absolute best athletes continuously technique. They try to plan for all contingencies. They comprehend that being as well as staying at the top of their video game takes discipline and persistance. They never ever assume that they can handle a hard opponent with out preparation.Â

Armed force police officers continuously play dry run to examine their effectiveness during “combat” situations.Â

What of our business leaders? It is just as crucial that they be gotten ready for hard times. They have extremely evolved ability and a great offer of experience, but do they have the mental and psychological prep work to remain amazing goinged, also toughened up, as well as focused throughout the difficulties that take place for months as well as years? This question is especially valid in markets that have actually flourished for extended periods of time. Suddenly they find themselves being controlled by a volatile economic circumstance that makes preparation as well as forecasting impossible.Â

Enhancing the performance of the whole and also the private components takes practice and preparation. Recognizing just what to concentrate on in bumpy rides could be important to enduring as well as flourishing in the long-term.

The Significance of the PreparationÂ

Training leaders the best ways to assume and also react to long-term pressure is comparable to the history job done by a pupil of the Martial Arts. Â There is a whole approach behind the action to hazards that need to be thoroughly shown and practiced before the “contest” begins.Â

The responses will certainly not be found in the normal locations. The long term tension of our economic situation is pushing us in a new instructions for answers.Â

Equally as the martial arts student discovers how to manage the energy of the interaction, our leaders need to find out to observe the energy of their organizations and also their interactions. They need to discover how to “feel” the outcomes of their interactions. They have to understand whether their juniors are aligned or fragmentised. They have to become conscious of all their relationships, and also the top quality of the interactions throughout their ecosystem. They have to recognize ways to move over the battle as well as see things from a point of view that enables them to see not only the current events, but the patterns that suggest the direction points are going.Â

To puts it simply, our leaders need to develop a new collection of sensory skills to accompany the technical as well as tactical skills they are, and also have actually been, learning. They should find out the best ways to purposely take advantage of their user-friendly understanding and also to incorporate that “understanding” with the data that is bountiful in any leader’s life.Â

Mean the leader discount rates this guidance as pointless or unnecessary. Maybe the fighting styles experience is an excellent indicator of exactly what is most likely to occur. If a candidate permits himself to get shed in temper, sidetracked by concern, or egotistic in his assumptions about his own abilities, attempt to think of the influence on the extremely difficult dancing he is involved in. The very same is true for the leaders of our companies, neighborhoods as well as countries. If the challengers have developed their abilities as well as awareness to a higher level, the leader that has not will, quite simply, lose.

How? If a leader sees the

value in going after an additional set of skills beyond exactly what is typically educated or available through our normal Management development approach, exactly how need to they proceed? First, he or she will certainly have to

acknowledge that this knowledge is not mosting likely to be gotten with any type of typical Leadership growth approach. That’s the bad news. The excellent information is that the info

is far more readily offered compared to one could think. It is as easy, and also complex, as observing events in a various and also more extensive way.Â

If you are a golf player, as an example, pay focus to the points you have actually found out about golf. The severe golf player recognizes the subtleties of whether the program leans to the left or the right, the refined impact of the wind, the significance of the fundamentals concerning position as well as view, etc. The major leader must be similarly tuned to the subtleties of individuals’s habits, intonation, ecological impacts, and so on Â

The enjoyable part of this understanding acquisition is that as you observe your golf game and take notice of the fine differences of exactly what is taking place, you can apply that comprehending to your management. If you are overdoing the round, apathetic in your strategy, or perhaps irregular as well as irregular, you will certainly locate the same disparities in your management style.Â

It doesn’t require to be golf. It could be anything that you want to grasp. To be a Master of any kind of capability, one have to look past the evident, to those degrees of recognizing that include following the power and also the sensations. Proficiency constantly exceeds technological expertise, and Leadership is no exception!Â

Can this awareness be instructed? Absolutely. Do most leaders see the need to discover this added capability on top of exactly what they are currently learning? Rarely!Â

Will we survive this economic dilemma if our leaders do not discover these extra abilities? This time, probably. Regrettably, we will probably recreate our crisis in an also more disastrous form since our leaders will certainly remain to make the mistakes that led us to our present standing! Heavy reliance on formulas that show up to confirm a direction mathematically has actually shown to be a bad selection over and also over again. Our social need for “proof” leads us to an over reliance on “justification” and also a simultaneous diminishing capacity to use and trust our sound judgment. Â It may be vital to remind ourselves that the financial meltdown we are experiencing was produced by the use advanced models for car loan profiles that in some way did not determine up.

Toni Lynn Chinoy has written several messages on leadership, harasses, power video games and more. She is the owner of Harlan-Evans, Inc., a consulting company concentrating on effective organizational adjustment and also trains senior leaders on exactly how to react to dilemma. Her publication, Handling Defining moments with Elegance which takes the viewers through several instances of ways to handle crucial, life defining moments with ELEGANCE, can be located, together with her other books on the Harlan-Evans, Inc. internet site management books.

Leadership Charisma

When an individual embarks upon a particular task numerous variables come into play; in terms of recruiting a following. When people identify with a certain leader of a cause or of an organization they are intrigue with what that leader has to say, how she/he relates the message and how such a mission can be accomplished. Today more so than ever before with the advancements of technology people are privy to full exposure of those whom seek to convey a specific informative message. With technology the opportunity is there for perceptions to be formed bilaterally the messenger and the receivers of the message.

Now, I do believe that special talented individuals can lead without charisma; and I am also with the contention that a leader will not be a good leader with only charisma. I believe that it requires other perceptive interpersonal observations by a leader to have the skills of making adjustments while in pursuit of bringing upon change and or hope for the better. There have been lengthy discussions and studies by human behavioral scholars on the issues of charisma and the impact it has in leading. Also, is charisma something that an individual is born with or can it be taught and if so, how does one teach charisma? In all the years of my academic preparation and I must say, it is quite extensive; I have never ever seen a course on “How to become a charismatic leader”.

Let’s take a further review of charisma and the role it plays in leading versus what one could observe instead to be transformational leadership. In my view transformational leadership is the trend setter, in other words it is the person who can establish a merging effect of making things happen and leaving a lasting impact on the issues of the day. The transformational leader has a plan of action that will manifest itself as a permanent outcome to solutions of problems. It is more group management approach to executing an agenda; whereas the charismatic individual is a one person show.

It is important to keep in mind that the charismatic leader comes in various sorts; typically multi talented but not necessarily a flamboyant boisterous individual or one who can dance like Fred Astaire, has the brains of Albert Einstein, the heart of Mother Teresa and is as tough as Rocky Marciano all in one package. What is fairly evident; is that charismatic leaders are usually well prepared to sacrifice such as Mahatma Gandhi and Cesar Chavez who sacrificed their bodies by fasting for their beliefs. They typically are very self assured like England’s Prime Minister Winston Churchill and President Franklin Roosevelt in their team effort to defeat Nazi Germany during World War II. It requires the perseverance of a Ronald Reagan determine to bring the cold war to an end and defeat Marxism as Marx wrote it or Dr. Martin Luther King Jr. to persevere under intense pressure from the opposition to ratify America’s constitution by the introduction of the Civil Rights Amendment.

Such leaders all demonstrated a high level of commitment, enthusiasm and hopefulness that by many have been perceived to be charismatic leaders. What a lot of people forget is that many the above mentioned leaders were extremely humble and were highly driven with a great sense of humility. All felt they were fighting for a cause that was noble and were a combination of charismatic and transformational figures as many left a lasting impact that changed our world for the better. All were considerate individuals that that were curious about creating more leaders and carry-on with the good fight to improve humanity and world peace.

As one can begin to observe charisma comes when people begin to be impressed with the actions of the CEO; for example Lee Iacocca stepping up to the plate in his drive to turn Chrysler around and giving himself a one-dollar annual salary to demonstrate his level of commitment – yes people were impressed and they loved his “charisma”.

If you would like more from Dr. Richard C. Baiz, D.B.A. on Personal and Leadership Development and his Leadership Institute click on the the link provided: Dr. Baiz is a Doctorate in Business Administration. He is a College and Corporate Personal and Leadership Development Instructor and Coach. Dr. Baiz is also an expert in the field of Organizational Development and Management and gets his clients top notch successful results.

About Leadership

Whether we are mindful of it or otherwise, we are all leaders. Each as well as everybody of us is being observed by somebody else aiming to discover something or get some insight into some specific circumstance. A few of us have higher leadership skill compared to others, however despite where we base on the range of leadership ability, we could constantly boost on it. A real leader does not need to depend on placement or pressure to lead.

A true leader is somebody who could influence hope. Why else would certainly we preferred to comply with anybody if we did not have the feeling that the course recommended would result in a much better future? A real leader has to inspire. He will certainly force his fan to better efforts, to forget momentary discomfort and also to give up prompt gratification in exchange for higher incentives down the line. Honesty is also vital to leadership. A leader is continuously tested, as well as if he wavers on his dedications or en route that they are executed, his capability to lead will be doubted as well as lessened. Leaders should also spearhead the procession. He can not push from behind, he needs to pull from the front. The leader is the alpha.

The protector, the greatest one. He must require even more of himself compared to he will from any one of his fans. Consistency is the hallmark of any kind of good leader. Circumstances may occur when a modification certainly is essential but the same goal needs to be valued. A real leader will certainly not depend on approval. He should be safe sufficient to surrender the need to be praised as well as solid sufficient to be able to take undesirable decisions. Some leaders are birthed. Others are self-made. Nonetheless, management is an ability and one that can constantly be surpassed. And, among the most effective method to find out management ability is to learn to be a great fan due to the fact that, you just could not lead, if you can not adhere to.

You need to be the student before you could end up being the master. To quote the Tao Te Ching: The river carves out the valley by streaming beneath it. Therefore the river is the master of the valley. In order to grasp people One need to speak as their slave; In order to lead individuals One must follow them. So when the sage rises over the people, They do not really feel oppressed; As well as when the sage stands before the people, They do not feel hindered. So the appeal of the sage does not fail, He does not contend, and no person competes against him

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Leadership Development

Leadership, what is it and what is the difference between being a manager and being a leader?. Definitions of leadership, there is not a single definition that everyone agrees on. Manfred Kets de Vries, a professor at INSEAD, says that leadership is a set of characteristics, behaviour patterns, personality attributes that makes certain individuals more effective in achieving a set goal or objective.

Another way of describing leadership is to say that, to get the best out of people, individuals, teams, organisations, they need to be led, guided, persuaded, motivated, inspired, to be committed, to do their best, to work together to achieve a common objective. This, rather than the pure management approach of being told, directed, ordered, and treated as subordinates.

True leaders are recognised as being the leader, and their followers accept that they need to be guided by that leader, but they do not feel that they are mere subordinates. A good example is the captain of a sports team – hockey, baseball, netball, cricket, soccer, football, athletics – these are individuals who have an individual role to play, yet find time and ways to motivate and encourage others to do their best, to use their own individual skills, knowledge and experience (scoring goals, defending, winning races, hitting home runs) whilst at the same time working together as a member of the team to achieve team objectives.

There are other ways of defining leadership, managers perform transactions, and leaders bring about transformations.

The transactional manager influences others by appealing to self-interest, primarily through the exchange of rewards and services. The relationship between this type of manager and the follower is seen as a series of rational exchanges that enable each to reach their own goals. Transactional managers supply all the ideas and use rewards as their primary source of power. Followers comply with the leader when it’s in their own interest – the relationship continues as long as the reward is desirable to the follower, and both the manager and the follower see the exchange as a way of achieving their own ends.

The transformational leader inspires followers to not only perform as expected, but to exceed expectations – transformational leaders motivate followers to work for goals that go beyond immediate self-interest, where what is right and good becomes important – these leaders transform the needs, values, preferences and aspirations of followers. They do this so that the interests of the wider group replaces the self-interest of individuals within that group.

It’s interesting that research has shown that the way women leaders describe how they behave, lead, is in line with the transformational style, whereas most male leaders when describing themselves use words and phrases that describe the transactional style. There are exceptions of course, and in some situations the leader can by viewed differently by different groups. Many people in the UK would not describe Margaret Thatcher as transformational in style, but more likely they would use words such as dictatorial, domineering, riding roughshod over opponents, yet others, in her close team for example, describe her as charismatic, motivational, inspirational, kind, supportive.

We can see from this look at Leadership that there are different ways of describing what a leader does, and how, at least in some ways, this is different to how a manager behaves. Individuals recognised as leaders makes it obvious that there are great differences in the way in which certain leaders behave. On the surface there are great differences between the leadership style of Prime Minister Thatcher, and that of the Indian industrialist Rajiv Bajaj. Yet both are widely acknowledged as highly successful leaders. The common factor, it seems, is that all are able to persuade others to follow them, in order to achieve success in their particular field. They all have something that brings diverse people together, to work as a team, to aim for and work hard to achieve a common objective. It is, perhaps, a special talent, or characteristic, or personality trait, or set of circumstances that they find themselves in, or perhaps a combination of all of these. Perhaps leaders are born with this ability, perhaps it is something that can be, or has to be, learned.

CJ Williams is a tutor and management consultant currently working with Brighton School of Business and Management in the UK, specialising in courses taught via distance learning. The writer, CJ Williams, can be contacted at or via

Smart Leadership

I’ve said it before and I’ll say it again. Few things in leadership are as misunderstood as the concept of “smart.” For most organizations, especially the large and supposedly sophisticated ones, smart usually equates to I.Q. points. More specifically, analytical I.Q. The kind that inspires awe with the savant-like ability to crunch numbers in real time, on the fly. Somehow this measure of smart has become one of the most important criteria for selecting CEOs and other senior leaders. Let’s call them analytical leaders, and then let’s reconsider.

Not that there’s anything wrong with that. Every organization needs brilliant analytical thinkers…as engineers, research scientists, financial analysts and the like. Disciplines where analytical brilliance is the difference between success and failure, with significant consequences at stake. But the problem with so many brilliant analytical thinkers is their inability to leverage their brilliance through others.

Now I know that there are exceptions to every rule and that there are analytical savants with the ability to lead with passion. But they are the exception to the rule. More often than not, they struggle to relate to others who are not as gifted as they are (which is just about everyone else) and as a result their leadership is not accretive to the organization.

Smart leaders do not need to have the highest analytical I.Q. What makes them smart is their ability to inspire others around them, both with and without higher I.Q.s, to do things that they otherwise would or could not do. The ability to see opportunity where others do not, to imagine possibilities where others see roadblocks. To create a crucible for success when the numbers don’t quite add up.

This type of inspiration does not come through analytics. It does not take root in the left hemisphere of our brain. It outgrows a leader’s ability to translate vision into energized action. A vision painted with a vibrant palette of words, images and allegory. The last time I looked, people communicate to one-another with words. Machines use numbers.

Of course a leader needs to understand the power of analytics and the pursuit of measurable results. If they do not, they will not be in position for long. But they don’t lead with the numbers. They lead with people. To lead people requires that you first communicate with them. Inspire them. Challenge them. Now that’s what I call smart.

Matthew Angello is the Founder and Principal of Bright Tree Consulting Group, LLC and a former board-level executive in Fortune 500 companies. He offers highly personalized and effective coaching for individuals seeking to unleash their potential, move their performance to the next level and prepare for future challenges. Visit our website to learn about our services and enjoy our free downloads –

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Leadership By Example

As a “key leader” CEO, CFO, CIO, VP, etc. you have a very powerful influence on both the leadership style and culture of the organization.

STOP…Close your door, set all of your papers aside, do not answer the phone and take some reflective time out.

Think about your answers to the following important leadership questions.

• What “leadership philosophy” am I communicating at my staff meetings?

• With regard to “people leadership” do I clearly and constantly communicate what I expect of my senior executive team or my department?

• With regard to “business leadership” do I clearly and constantly communicate what I expect of my senior executive team or my department?

• What leadership tone and corporate culture do I expect my executive/management team to set…and model…and are they?

• What “specific leadership message” do I want them to communicate to those they directly lead and on down the line throughout the organization?

• Do I use/discuss the contents of leadership books and articles with my staff?

• What degree of tolerance do I and my staff have for those who don’t practice solid leadership, grow the corporate talent…and live the corporate culture?

• With regard to modeling the corporate culture…At the senior level does my staff demonstrate customer value focus (internally as well as externally)? Do they unleash employee potential? Do they challenge the status quo and allow others to do the same? Do they ensure inspired leadership? Do they encourage diversity, especially diversity of thought? Do they practice and instill excellence everywhere? Are they committed to teamwork when it is needed?

The reason the answers to these questions are important is that quite often the subjects of leadership and corporate culture are not fully engaged at the senior level. Many people in supervisory roles get so involved in day-to-day tactics that they miss almost completely the impact their role as a leader has on “all” the individuals they are charged to lead.

Most leadership books provide solid roadmaps for going from good to great and orchestrating good leadership principles. But a book alone does not make people change. It takes key individuals in leadership positions to truly engage in the process of forming and nurturing organizational culture and ethically leading organizations in today’s chaotic environment. To be most successful, organizational culture can not be treated simply as a program, but rather it must be viewed at all levels as a way of “being and doing.” This “soft stuff” is hard work, but as a leader you already knew that.

Now that you have taken the time to think about “Leadership by Example” take the time to write down in concrete terms some of the things you will specifically do to model the way for those you lead. The shadow you cast can be seen and felt by everyone with whom you come in contact! As a leader model the way…Action Beats Brilliance!

About Ingbretsen Consulting LLC: Coach and author Roger Ingbretsen is a certified executive coach and organizational developer, providing organizational and career guidance to professionals, managers, supervisors and all individuals looking for “real world” career development and business information. His entrepreneurial approach will help you learn how to plan, lead and succeed in your career. Roger is the creator of the “Leadership Development Coaching Experience©” and author of the personal development reference eBooks, “Plan Your Career Now: The Survival Guide for the American Workplace” and “Master Your Career: Proven Strategies for Career Success©.” To know more and claim dozens of Rogers free articles go to or call 509 999 7008.

Real Leadership

If you were to ask the average man or woman in the street what makes a good leader, the majority, I think, would put forward qualities such as strength, determination, courage and, for many, ruthlessness. If you were to ask how many people demonstrate such qualities, our fictitious survey group might cite Napoleon, Wellington, Margaret Thatcher and some leaders of industry such as Richard Branson. Leadership is perceived as being

in short supply. We are, so many believe, crying out for leadership. (One of the arguments put forward for grammar schools has been that they would produce the next generation of military and industrial leaders). 

But while the word ‘leader’ usually conjures up the picture of someone like JFK, we are all leaders at certain times – and not just in special circumstances. A parent needs to lead his or her children. A partner within a relationship will, if the relationship is to be balanced and work, have times of being the leader and other times of being led. Even though leadership may not be a full time occupation, we will all have moments when others look to us for direction, guidance and support.

My experience as a trainer and a consultant has made me very aware that every trainer and every consultant is a leader, and that they have different ways of leading. Becoming clear about my own style of leadership has been very important for me both personally and professionally. It has involved me making explicit some of the assumptions and beliefs that govern my behaviour and has enabled me to recognise how these fundamentally affect the messages I send, and the way of working that fits for me.

Leadership, I have found, is like charity – it begins at home. To be a good leader of others you first need to know how to lead yourself – and when you can lead yourself you can lead others. I think you need to be clear about the journey you wish to make, the speed at which you wish to travel and the beliefs and values that will guide your path. In the training courses that I run, we call this process pacing yourself (In other words, being true to yourself and not trying to force yourself to be anything that deep down you know you cannot be). It is about becoming the leader that is already within you.

So often when I’m coaching executives my function is to draw out what they have not recognised that they have within themselves. In the context of training, this means allowing the leader to come out as opposed to teaching slick tricks or having to stick ‘leadership’ on from the outside much as you might stick wall cladding on a house to

cover up cracks. Leadership, when you are true to yourself, flows like a river and is without effort. It emanates and radiates. It is not something that is forced out with determination, or that creates high blood pressure and sleepless nights.

Put another way, leadership is about personal congruence. And the key to personal congruence is being able to pace yourself. To pace yourself you need to be able to honour and acknowledge the different aspects of yourself whether your conscious mind likes them or not. You will also need to address your own particular habitual patterns and experiences. If this sounds like a tall order, the good news is that the ways to achieve this can all be taught.

In addressing these areas I have found myself personally changing and becoming more completely aligned, a process which can be unending for anyone who seeks to realise more of themselves than they have currently achieved. It is like becoming a charioteer with all your horses running in the same direction, at the same speed and with the same intentions. The pay-off is enormous as you are truly able to walk your talk, to practice what you preach or to do what you say. It produces a particular kind of leadership style which is sometimes called ‘leading by example’. This is about leading by being: being one whose behaviour is naturally aligned with who you are and what matters to you. My experience is that once people know they can have this, they want it very badly because it is profoundly healing and very empowering.

Leading in this way whether at work or in your personal life means acting with personal purpose stemming from a centred sense of self. It is centred because it steers a safe course between grandiose self-promotion and unitive self-criticism, rather than oscillating violently between the two. To use a much abused word, this really is

empowering. The fruits of such self-empowerment are readily apparent.

Leaders who are empowered have as a high priority the empowerment of those they lead. Expect such people to be: (i) clearer about what matters to them and more able to be themselves; (ii) not just confident but truly competent; (iii) creative because they are able to adapt what they have learnt to their own circumstances; (iv) not just knowing about a subject, but really able to do it and even to live it. 

Once you can pace yourself you are ready to lead yourself and others. The more I have been able to lead in this way, the less I have needed to try to dominate others personally or professionally. The more competent the person becomes, the less they need to dominate, whether as a trainer, a parent, a consultant, a manager, or whatever.

My research suggests that the most effective leaders are motivated by a vision that is allied to their mission. Their mission is an expression of who they are and as a result it is not just a bunch of words, it manifests from within and is an expression of that individual’s identity.

Unfortunately, many find themselves in businesses and organisations, in positions where they are expected to demonstrate a leadership style which is not really them, a cultural ‘norm’ that just doesn’t fit. If the culture is made up of bullies bearing threats to create an atmosphere of ‘have to’ as opposed to one of ‘want to’, and your nature and belief systems are thrown into conflict when trying to copy such behaviours, leadership will become a heavy burden. Each day will be an exercise in girding loins and repeating in your head ‘it’s either them or me’. If you are then judged by your ability to mimic external behaviours that violate the inner values that you hold, the way you come across will be seen as confused, indecisive and not ‘the stuff we’re looking for’. On the other hand, if

you succeed in this deception you may feel split and unable to be yourself. And over time this can eat away inside you, and at your success, like a corrosive acid. As one executive I was coaching said, ” On the outside I’ve got it all but inside I just feel like a hollow tube.”

To enhance someone’s ability to be a leader in their life, one must first enhance the individual who will be that leader. There is no better way to do this than to create structures which draw out of an individual his or her own unique vision and mission. Why? Because these are born of that person’s identity.

I have found that to identify one’s mission in life is a very profound experience for the individual. It matters a lot to people and stays with them afterwards. This is because they have achieved a high degree of integration and have a felt experience of what their life purpose is.

It also has two remarkable and often unexpected side effects. People begin to become more successful. They also become more creative. 

Once your sense of self and your mission are aligned with what you do, you become unstoppable. How could you not do your mission if your mission is a natural expression of who you are? As one course participant said to me, ‘Now I can enjoy doing me’. From my own experience in aligning my behaviour with my mission I can vouch for the truth in this.

As a result you also feel freed up. Free to do what will support your mission and free to dream up new ways of realising it.

So being a leader is not about commanding vast armies of people, nor is it about having power over others. People who seek power over others are usually chronically disempowered individuals themselves. Nor is leadership about control: the better you are as a leader the better you are able to influence. The more influential you are, the less you need to try to control.

That’s why for me the purpose of good leadership training is to uncover the natural leader in each of us. To help each of us manifest our purpose and live it more fully and more successfully. 

For over twenty years Ian McDermott has pioneered the growth of NLP in Britain and Europe. Ian’s pioneering work and highly popular style have made him a regular contributor to the media. His extraordinary contributions to the field resulted in him being made an International NLP Diplomate.

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