WHY SHOULD PEOPLE FOLLOW YOU?

Anybody can be a leader. Really. From top-line CEO to front line employee, anybody can be a leader in your organization. In fact, everyone in your organization should be a leader and should think like a CEO. As authors, Tom Rath and Barry Conchie so eloquently write in Strengths-based Leadership, “A leader charging forward WITHOUT followers is just taking a walk.”

Great leadership involves many factors but one of the most critical discovered by the folks at Strides is giving your followers what they need so that they can feel confident following you. So what should you be giving your team if you want them to follow you – and others to follow them? And how do you encourage your team to step up and be leaders too?

If you haven’t asked yourself this question recently, it’s a good time of the year to do so as you’re working on refining your plans and it’s essential if becoming a better leader is one of your aspirations.

So what do effective leaders give their teams to get them to follow? What do followers actually want from their leaders?

HERE are the four basic needs of followers

1) Trust – The basis of all solid, well-functioning relationships, the ability to trust a leader is essential to cultivate followers – and the one requirement that successful leaders cannot afford to take for granted. In a high-trust environment, not only is there less organizational “chatter”, but tasks will get done more quickly – with a lot less effort and time. But creating a trusting relationship isn’t always simple according to Robert Shaw, the author of “Trust in the Balance”. He outlines three critical factors to consider when determining how trustworthy someone is.

First, a leader needs to deliver results in a quality manner. They need to follow through on business commitments and hold others accountable to their commitments. Second, a leader needs to demonstrate Integrity. They need to behave in a consistent, reliable manner, be open with information and walk the talk when it comes to ethics and values. And third, they need to show concern for others and promote the well-being of their team members. And trust is multiplicative. When any one of these factors is missing, the equation goes to zero.

How are you delivering on the three factors of trust? What would your team members say?

2) Compassion – People want leaders who care about them as people. When people feel as if someone cares, not only are they more engaged and productive, but they’ll stay around longer – certainly something you want as a leader.

What kind of environment are you creating in your organization (company/church?) How do you show your followers that you care about them as people?

3) Stability – Security, strength, support and peace. People want some sense of stability in their work environment which can be challenging for leaders to provide in chaotic times. But this desire echoes the consistency theme that people need in order to trust and knowing that a leader has a firm grip on the rudder even in the midst of a storm promotes “followership”. Financial stability is a crucial part of this need for security – something that can be provided if leaders choose to be open with their plans and especially if there’s some form of Open-Book Management practice in place at the company – even if it’s a work in progress to educate people on the basis of financials so that they can understand what they’re learning.

How are you providing a sense of stability in your church or company? What information are you sharing to give people confidence about the business and how often are you sharing it?

4) Hope – Finally, followers want to know that there are a future and a direction for the organization. The most engaged employees and members are those who have faith in their leaders’ visions, generating both optimism as well as higher productivity. Without hope, uncertainty and paralysis can take the upper hand. And if you’re only working on the day to day, there’s no time to create a bigger picture for your followers.

How are you sharing your vision for the future with your team? When you have an all-hands meeting, do you ask them what they’re hearing? And if you don’t have a vision or if it’s unclear even to you, maybe it’s time to get one!

God bless you.

THREE BIGGEST MISTAKES LEADERS MAKE

One of the best qualities that a leader can have is the ability to build up self-esteem, self-confidence, and self-respect in others. As a leader, your choices affect your entire team, especially your leadership mistakes.

However, we’ve all had bad bosses who do just the opposite. Today, I am going to identify 3 of the biggest leadership mistakes people make and provide some solutions.

Perhaps some of us have made some of these leadership mistakes in the past. The good news is, we can all learn what makes a good leader by taking a look at these missteps and correcting them.

By focusing on building self-esteem, you can help your team reach peak performance.

Each person has unlimited potential and can flourish in the right environment once that potential is tapped into. They have huge reservoirs of creativity that can be unleashed to solve problems, overcome obstacles and achieve business goals.

This includes you!

Raise Your Team’s Self-Esteem

The leader is the most important person in any organization.

The leader sets the tone by the way he talks, behaves, responds to others and treats people on a day to day basis.

People tend to “follow the leader” in that they imitate or mimic the behaviour of the leader toward others. When you lead by example and treat other people with courtesy and respect, the rest of the group will follow.

A kind word from you to one of your staff members can make them feel happy all day. An angry word can make them feel frustrated, afraid and insecure for the rest of the day. You must be careful.

There are specific behaviours that you can practice each day in any interaction to raise your team’s self-esteem.

When you deliberately take the time to build self-esteem in other people, you simultaneously eliminate the fears that hold people back from doing their best. A peak performance work environment, like flowers in the spring, blooms naturally around you.

Three Leadership Mistakes People Make

THEY CRITICIZE OTHERS

The first leadership mistake that managers make is that they criticize others.

Refuse to criticize anyone for any reason. When people make mistakes, you focus on the solution. Focus on what can be done rather than who did it and who is to blame.

This is the mark of the superior leader with admirable leadership questions

We all know that destructive criticism is harmful. Personally, we all hate to be the recipients of destructive criticism. It can make us angry for days, and even years.

Destructive criticism attacks our self-esteem, hurts our self-image and hinders us from reaching peak performance. It makes us angry and defensive.

If it is so hateful to us, why would we ever do it to someone else?

THEY COMPLAIN

The second leadership mistake people make is that they complain for any reason.

Complainers are always looking for something or someone to complain about.

They tend to associate with other complainers. They talk together at work and socialize after work. They go out for lunch and coffee breaks together.

Complaining becomes a natural way of life for them.

But there is a major problem with both criticizing and complaining. In both situations, you are positioning yourself as a victim. When you complain you actually weaken yourself.

You feel inferior and inadequate. You feel angry and resentful. You feel negative and unsure. Your level of self-esteem and self-respect will decline as you complain about anything to someone else.

If you are not happy about something, as the manager, you are entitled to bring it to the attention of the other person.

You are responsible for putting it on the table and discussing it. These are admirable leadership qualities that you must learn to develop.

If you are not happy with a behavior or an outcome, your job is to actively intervene to correct the situation. You can do this by being objective about the difference between what you expected and what has actually happened.

You then invite input on how you and the other person or persons can solve the problem or improve the situation. But you never complain.

THEY CONDEMN OTHERS ON THEIR TEAM
The third leadership mistake people make is condemning anyone for any reason, inside or outside of your company.

When you condemn other people, you demoralize the listener, and the self-esteem of the other person will be severely lowered.

When you condemn people outside the company, organization someone will eventually tell them what you have said. Usually, a distorted version is told and will come back to haunt you.

This seems to be a law of nature, and completely unavoidable.

These recommendations are equally as important when you are talking about competitors or customers in the marketplace. As a business leaders, never criticize your competitors.

Admire them if they are more successful in some areas than you are. Then, look for ways to produce even better products and services, and sell them even more effectively.

Never complain about people and problems outside your business. Instead, use that same amount of mental energy to find solutions. Resolve the problems that led to the complaints in the first place.

The Best Leaders Create Positive Environment

When you develop positive leadership qualities, your general attitude diffuses a warm light and fills the entire workplace.

You create an environment where people are relaxed and feel good about themselves and their work. You will raise the self-esteem of everyone in the workplace.

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LEADERSHIP AND EMOTIONAL INTELLIGENCE

An organization is made up of people and when people are involved, emotions automatically come into play, and a workplace is no different. It would be unwise to assume that a workplace is all objective, no-emotion only performance kind of a packed room where hormones have no scope to creep in however the fact is that emotions alone are the biggest motivator or de-motivator of an employee. The emotions alone, govern the performance and efficiency of a worker and had it not been the case, we would have never talked about the importance of work-life balance and for the present context, the need of emotionally intelligent leaders.

The 4 important aspects of Emotional Intelligence are:

Self Awareness
Self Management
Social Awareness
Relationship Management or Social Skills
A leader tends to have a huge influence on the thoughts and motivation of people. He/she has the capacity to enthuse optimism and confidence in the followers and lead them to constructive endeavors which is called resonance and on the other hand they can negatively influence them to destruct, e.g of such leaders being Hitler and d Osama Bin Laden which is opposite to resonance called dissonance.

Leaders are closely observed in terms of their body language, facial expressions etc. So, it is important for a leader to consider the non-verbal form of expressions as well, which may positively or negatively influence followers. Therefore, if a leader is talking about ethics in business with a slightly unconvinced and bemused look on his face, the followers make a note of it and the message is not received by them. A leader has to act as a role model too, supporting his statements, ideologies and values with appropriate actions.

As a leader one also has to be aware of one’s own capabilities and weaknesses, it is difficult to accept guidance from a leader who is not self aware. As managers, leaders have to empathize as well with the situations, emotions, aspirations and motivations of the subordinates. A decreasing performance of a team member might be because of a number of reasons, a disruptive worker might be facing motivation issues and a subordinate who uses abusive language with others might be lacking confidence in his own abilities. A leader needs to discern facts and try and reach to deeper levels and understand things beyond obvious.

So, to be able to attract and retain talented subordinates and keep them motivated, a leader needs to brush up on his people skills and emotional intelligence, as all of them are not born with the charisma to hold people. Fortunately, emotional intelligence with practice and carefully directed efforts can be increased.

God bless you

SECRETS TO EFFECTIVE MENTORING

WHO IS A MENTOR?

A mentor is one with EXPERIENCE AND EXPERTISE who helps a less experienced or inexperienced person grow FASTER by sharing his skills, expertise & experience with him or her.

I have never seen any great person become great without the help of a mentor.

Suffice it to add here that there is nothing like a SELF MADE MAN OR WOMAN.

Nobody is self-made. We are other people's investment whether we like it or not. Someone invested something in us at one time of our lives or the other. It might be money, words or prayers.

WHAT ARE THE QUALITIES YOU MUST LOOK FOR IN A MENTOR?

1. EXPERIENCE
A mentor must have experience. Money is not a criterion for mentoring. The first thing you must look for is experience.

Now, this is important, A MENTOR MIGHT BE YOUNGER THAN YOU BUT WITH MORE EXPERIENCE THAN YOU.

It's not about age but the EXPERIENCE.

2. EXPERTISE

Expertise stipulates both TECHNICAL & PROFESSIONAL KNOW-HOW.

A mentor must be EXCEPTIONAL in that area of skill or expertise. Don't go for a mediocre.

3. SUCCESS
There must be visible signs of success in that area of need.

A failure will produce failures. A successful man will produce successful people.

4. HEALTHY REPUTATION
A mentor must possess a viable reputation - Reputation of industry, commitment, transparency and assiduousness.

TYPES OF MENTORS

Now, there are various types of mentors

1. Professional mentor: someone who helps you grow in your chosen profession.

2. Ministerial or spiritual mentor: This guides you spiritually.

3. Distant mentor: I have a distant mentor. As a matter of fact, I haven't met him before but I've built a relationship with him and he consistently helps me grow.

Business mentor: If you are an entrepreneur or a business inclined person, it's pertinent that you have a business mentor.

NOW, WHAT ARE THE ROLES OF A MENTOR?

1. Manage you
2. Nurture you
3. Encourage you
4. Teach you
5. Coach you
6. Counsel you
7. Advise you
8. Criticize you
9. Listen to you
10. Push you
11. Support you

I must say here that it is not the responsibility of a MENTOR to support you financially or GIVE YOU MONEY.

Furthermore, there is a big difference between a MENTOR, COACH & ROLE MODEL.

A COACH is someone who helps you learn a trade, vocation or skill. A coach is paid to do the job. He's more concerned about your today.

A ROLE MODEL is someone you see as an example; who is already where you aspire to be or is someone you aspire to become.

WHY DO YOU NEED A MENTOR?

A mentor gives you a shoulder to climb on. He or she is like a staircase.

A mentor helps you achieve your dreams faster.

A mentor gives you a path to follow.

ESSENTIAL SKILLS FOR MENTORING

1. People Management: A mentor must be a good manager of people.

2. Emotional intelligence: I mentor must understand the feelings of people, facial expressions, countenance and body language.

3. LISTENING: A mentor must be a good listener. Use your ears more than your mouth.

Finally, for you to call someone a mentor, there must be a RELATIONSHIP.

IT IS NOT THE RESPONSIBILITY OF THE MENTOR TO KEEP THE RELATIONSHIP GOING, BUT THE MENTEE.

When last did you sit down with your mentor or have an interaction with him or her?

Also, you can have as many as five mentors in various areas.

You can also change mentors. It's not do or die.

And don't just go to someone and say: 'I want you to be my mentor.'

Instead say,

'I want you to mentor me in business or career or ministry, or spirituality or profession'

BE SPECIFIC!

Dear Leader, Are You Talking to Yourself?

Today and in the years to come, organizations will have to focus on winning employees back; building trust, respect, and teamwork between people; being receptive to and then acting on the best ideas and once again instilling employees with pride in and commitment to the organization. Internal communication will be a major force in achieving those ends.

In the past, leaders controlled the information employees needed to make day-to-day decisions. Leaders who continue along that path will become frustrated as they lose the confidence of employees whose desire for timely, customized, and truthful information is not satisfied. To succeed in today’s competitive marketplace, organizations must give internal communication the priority that it deserves.

Internal communication has gone through several phases over the years. The first phase was similar to the military model: Orders were given and obeyed. There was no opportunity to provide input. The second phase of communication involved the bilateral flow of information. Even though instructions were communicated down to employees, the feedback was possible through formal means and selected channels. The third phase of communication encouraged two-way communication. Listening to employees was valued and mechanisms for doing so were created. The fourth phase of internal communication recognized the value of multi-channels. Just as some communication vehicles are more efficient and cost-effective when communicating with the external environment, some media and processes are better for communicating internally; this knowledge was applied to employee communication. In the fifth phase, intimacy was introduced, but even with timely media like daily video and online broadcasts, employees’ information needs still weren’t being met.

It is the sixth phase––the one at which unilateral control of communication is abandoned––that organizations must strive to reach. In this phase, communication is continuous and multidirectional, the responsibility not of any single individual but of everyone within the organization. It is at this phase that good organizations stop dealing with the “tip of the iceberg.” They no longer communicate by sending out a flurry of memos, letters, reports, and policy statements.

Networking, or the “grapevine,” is at the heart of the sixth phase. It is being enhanced and formalized today as a result of the changes that are taking place in technology and the comfort level of today’s workers with those advances. Of course, networking is not likely to replace other forms of communication completely, but people are turning to it and to small group interaction more and more because these are highly personal. In networking, the message is usually delivered by someone you know and trust, as opposed to someone who is far removed from the issue giving you the “company line.” In networking, the message is never discussed in generalities but is always customized. This gives you the chance to discuss the implications of what is said. Such personal communication is expressed with passion and received with great interest, but on the downside, the information is not always accurate.

Four elements are required to make communication thrive. First, every organization requires accessible, affordable, easy-to-use technology. Second, an open, honest work environment should be embraced. Third, people should be encouraged to break down the communication barriers that exist. Last, great leaders must communicate the guiding principles, beliefs, and values of the organization––this will rally everyone to a common cause.

In sum, where employee communication was once created by a group of professionals, it is now created on the fly by laypeople. Where it was once broadcast from the ivory tower, it is now transmitted through the grapevine. Where communication was once formal, social networking and chat rooms make communication very familiar. Where communication was once highly controlled, it is now haphazard. Where executives had the first and last word, everyone now has an equal voice. Where the purpose of internal communication was to report on the completion of an event, it now plants seeds that will grow into new ideas. Where communication was once infrequent, it is now constant. Where there was once lag time in reporting an event, communication is now instantaneous. Where formal mass communication was once commonplace, customization and personalization are now the norms. So let’s stop talking about this and get started today.

Human Capital Management. What is it?

STRIDES LEADERSHIP PROJECT

On its basic level, human capital views the people working in a company as a valuable resource that needs to be properly managed. Like physical assets or finances, the employees of a company are vital to the company’s success.

Rather than view people as random individuals, human capital sees them as a collective resource that must be analyzed, quantified, organized, and measured to ensure business success.

Here are nine ways human capital management works to support the company and its workers.

1. Recruiting. Human capital management begins with the recruiting process. Companies must have a clear understanding of the needs of the workforce in order to hire people who will fit smoothly into the job. They need to be conscious of the current crisis in human capital and the lack of qualified workers in many categories. Steps must be taken to work around shortages in many areas. And once you have recruited them, make sure you have employee retention tactics in place that will keep them.
2. Staffing. This is what most people see as human capital. It’s keeping track of who is in what position. Where are the vacancies that need to be filled? Are they happy and fulfilled in work? What are the grievances and how are they being dealt with? This is the day-to-day work of the human resources department.
3. Organization. As companies assess the overall effectiveness of their company they need to check their organization. Are people reporting to multiple bosses? Are there redundancies where two or more teams are doing the same thing? Is this redundancy needed for good control, or would the company be more effective without it? Best management practices come when the organization is streamlined and effective.
4. Payroll. Money is the oil in the gears. Smooth payments and accurate pay for work performed all contribute to good talent management. Great importance is placed on hiring talent and paying competitive salaries. Overinflated salaries reduce the bottom line. Too low salaries make people move to better pay jobs and again, the cost of new hires cuts into profits.
5. Time tracking. With hourly employees, it’s critical to have an accurate accounting of hours spent working. Human resources must create an inexpensive and effective way to keep track of time spent working. Time clocks, punch cards, online tracking devices all work to keep employees honest and companies accurate in payments.
6. Analytics. As departments collect and organize that data pertaining to their people, it is useless unless it is analyzed. Within the analyzing of data come the opportunities to streamline, upgrade, and better manage employees.
7. Benefits. Benefits are crucial to employee satisfaction. Human resources control and manage the disbursement of benefits. They are used in addition to salaries to retain top talent. The way employees understand their benefits and access them is also a part of this management.
8. Talent management. Human resources need to understand the skills of their employees and put them to their best use. This benefits the company by enabling it to keep its top talent satisfied and avoid losing star employees to the competition. It contributes to employees’ satisfaction when they know their essential skills are valued.
9. Plan leadership succession. To continue smooth operations of a company you can’t have gaps in leadership. Wise businesses examine potential transitions and then work to ensure a qualified person is ready to step into the position when it becomes vacant. It’s a continuous process to groom people to move up into selected slots.

A company’s workforce is as critical to its success as financial soundness or physical assets. More and more companies are managing their human resources with the same planning, oversight, and care. Staying on top of trends in human capital will help keep the business running smoothly not just in these nine areas, but throughout the entire organization.

Are you looking to better manage your human capital? Contact Cleopas for methods and strategies to lead to better success.

What is Ethical Leadership?

Ethical leadership is a form of leadership in which individuals demonstrate conduct for the common good that is acceptable and appropriate in every area of their life.  It is composed of the following three major elements:

Be the Example

A noble quality of a leader is leading by example. As an ethical leader, it’s important to remember that actions often speak louder than words. People are more likely to judge someone based on how they act, rather than what they say. By practising and demonstrating the use of ethical, honest and unselfish behaviour to subordinates, ethical leaders may begin to earn the respect of their peers. People may be more likely to follow a leader who respects others and shows integrity.

Champion the Importance of Ethics

One role of an ethical leader is focusing on the overall importance of ethics, including ethical standards and other ethical issues, and how these factors can influence society. As an ethical leader, it’s important to teach peers about ethics, especially in cases where they are faced with an ethical issue in the workplace.

Communicate

Successful ethical leaders tend to be good communicators. People communicate in different ways. Some may feel comfortable speaking in public, regardless of personnel or situation, while others may be hesitant to speak with a leader because of fear, anxiousness or simply not knowing how to articulate what they are trying to say. They might be better talking via email, rather than in person. It’s an ethical leader’s job to communicate with each member of the team but also allow for open conversation, as some people may have questions and concerns that need to be addressed. It’s important for leaders to build camaraderie with their team. Quality relationships tend to be built on trust, fairness, integrity, openness, compassion and respect.

Impacts of Ethical Leadership

Ethical leaders can help establish a positive environment with productive relationships over three levels: the individual, the team and the overall organization.

Nurturing the relationships at each of these levels can lead to the following outcomes and benefits:

The Well-Being of the Individual

Maintaining a positive working atmosphere is an important responsibility of a strong ethical leader. Ethical leaders who lead by example may influence others to do the same. Generally, people are affected by the interactions that occur around them. Positive communication among co-workers may help influence job productivity and attitude. 

The Energy of the Team

Ethical leadership can also involve the management of conduct and collaboration within a team. Typically, morale is higher in the workplace when people are getting along with each other. When co-workers are working as a team, it can help build relationships in the workplace and help the overall performance of the group. Generally, strong leaders lead by example.

The Health of the Organization

The importance of maintaining a positive attitude in the workplace has a lot to do with improving the overall health of the organization. When people can show respect for one another and can value other’s opinions, it may help create a productive working environment. An ethical organization can occur when communities of people work together in an environment of mutual respect, where they can grow personally, build friendships and contribute to the overall goal.

The 4-V Model of Ethical Leadership

The 4-V model helps align the internal beliefs and values with the external behaviours and actions for the purpose of the common good. The four V’s stand for Values, Vision, Voice and Virtue, the characteristics that help create a strong ethical leader. In the end, the main goal of an ethical leader is to create a world in which the future is positive, inclusive and allows the potential for all individuals to pursue and fulfil their needs and meet their highest potential. 

7 Differences Between a Boss and a Leader

Some people might use the terms “boss” and “leader” interchangeably, but that’s not entirely accurate.

The truth is, some bosses are simply that – a boss. They have attained a position in the management section of the corporate pyramid. They have a nice office and a designated parking space. They make decisions that affect the direction of the company and often control how money is spent.

None of that makes them a leader, however.

The good news is that bosses can become leaders, and doing so should become a priority for those who want to effectively lead in the workplace.  

By learning the key differences and applying them to the job, bosses can become the type of leaders who recruit and retain top talent while also cultivating employee growth and increasing a company’s bottom line.

So what characteristics differentiate a boss from a leader? The following represents some key distinctions between the two.

Leaders Lead, Bosses Push

Leaders motivate their employees, which then inspires them to follow their leader’s example. Bosses tend to push employees instead of directing them. This type of manager tends to never make decisions, which forces employees to work without guidance and expectations while their manager hides behind a wall of inaction.  

True leaders frequently present ideas and work alongside their employees. They clearly communicate objectives to the team and their actions are aimed at achieving goals together. This is the difference between inspiring team members and losing their respect. When a team has confidence in a leader, it can help improve team culture and motivate employees to contribute.

Leaders Listen, Then Speak

Good leaders spend time listening to their employees rather than talking above them. They understand the value of seeking and incorporating the opinions of others into the decision-making process.

Bosses tend to dominate conversations. They expect employees to listen and carry out their commands, with little or no direction. This type of attitude is not a sound approach to building a team of engaged employees who want to be valued for their knowledge and skills.

Leaders Offer Equality

The business world is not elementary school – although the idea of a “teacher’s pet” is as unattractive in the office as it is in the classroom. Bosses can sometimes pick a favourite employee or two, which can result in unfair treatment, such as devoting more time to certain employees than others, giving them more benefits and creating an inner circle. This typically does not sit well with other employees and often will decrease team productivity and morale.

Good leaders treat everyone equally, giving one person’s ideas the same weight as everyone else on the team. Strong leaders don’t let personal preferences get in the way of creating a dynamic environment.

Leaders Roll Up Their Sleeves

When a company launches a major project, true leaders get “in the trenches” with their teams. Leaders take initiative, while bosses tend to stand aside and “supervise” others doing the work.

Seeing that a leader is as invested in a project as the team can inspire others to do their best work. Bosses like to sit on the sidelines and only interact to give orders. This hurts team motivation, collaboration and creativity.

Leaders Don’t Scold

A time and place exist for communicating wrongdoing and corrective action. However, the vast majority of matters involving an employee can be handled with a dose of constructive criticism, not harsh scolding, whether in private or in front of peers.

Leaders offer sound advice in a private setting, while bosses tend to scold and may even threaten their employees, which can leave them feeling concerned, embarrassed and defeated. Leaders can deliver discipline too, but their approach in doing so should be a learning experience for employees to redirect their efforts away from what is not working.

Leaders Don’t Need Fear

The old adage that says a person would rather be feared than respected is not going to work in the modern office (if it ever truly did). Leaders understand that intimidating employees and attempting to control them with fear will not work in any setting. Fear leads to doubt, poor morale and productivity loss. Smart leaders inspire with trust, enthusiasm and empathy, and display confidence in their employees to make decisions on their own. 

Leaders Invest Time

Some bosses – especially those who have chosen favourites – tend to ignore a majority of their employees. This can give other workers the sense they are drifting with an uncertain future. Leaders don’t ignore. They invest time and effort into developing employees in their profession, teaching them new skills and helping them advance in their career.

These represent some of the differences between a boss and a leader. They seem simple enough, but simple does not always mean easy. True leaders make a commitment to assess their management styles, understand these key differences and then make a concerted effort to put these good leadership characteristics into action.

12 INSPIRING LEADERSHIP LESSONS FROM BIBLE CHARACTERS

1. NOAH: Leaders do what’s right even if they are alone (Gen. 6)

2.ABRAHAM: Leaders welcome the unknown (Gen. 12)

3. JOSEPH: Leaders bounce back from tough situations (Gen. 37)

4.MOSES: Leaders stick with their people. (Exodus 3)

5. JOSHUA: Leaders rule by example rather than by just bossing people around (Joshua 34)

6. DAVID: Leaders are not afraid of giants (I Samuel 17)

7. ISAIAH: Leaders rise to the occasion (Isaiah 6)

8. DANIEL: Leaders stay determined (Daniel 6)

9. JOHN THE BAPTIST: Leaders aren't afraid to call it how it is (Matthew 3)

10.JESUS CHRIST: Leaders are servants (John 13)

11. SIMON PETER: Leaders recover from failure (Acts 2)

12. PAUL: Leaders are passionate about what they believe in (Acts 9)

What Great Leaders Do

What does a leader look like? Think of two leaders, famous or not, whom you admire and respect. What do they do that is so different? What traits do they have that help them excel at a high level? Leadership is not a great mystery. Great leaders have specific traits in common. These traits can be learned and developed—by you!

As a leader, you need to understand the specific traits that will help you achieve a high level of leadership success. Here are ten tips to help you identify what you as a leader must do.

Look again at the two leaders you identified. Go through each one of the points listed below and notice how they do each one.

1. Great leaders lead by example with an overriding guiding vision or purpose. They possess an unquenchable passion for successfully implementing the vision of the company regardless of the disapproval of those individuals who fail to see the bigger picture. They don’t waste time worrying about day to day responsibilities or problems. Instead, they focus on where the organization needs to go.
2. Great leaders know how to be themselves and are proud of who they are. Because they are comfortable with who they are, they are able to do what they need to do and say what they need to say with conviction — and without caring about what anyone else thinks.
3. Great leaders have the ability to inspire confidence in others. They can clearly and concisely communicate their message to motivate those around them to greater heights of achievement. People will do more for leaders they respect than they would do for anyone else.
4. Great leaders are never self-serving. Unlike the star employee, they aren’t focused on proving themselves but are focused unconditionally (and not selfishly) on what is best for the organization. They put their vision for the company above their own interests.
5. Great leaders rarely question themselves. Instead, they listen to their inner voice and trust it completely, allowing it to be their guide with each step they take, even as they move in directions that no one has gone before. To be a great leader, you must believe in this voice and trust that it will always be there to guide you.
6. Great leaders know when to take advice. They value support from others and bring others into their circle who can provide the counsel they need. They realize how large their tasks are and find the resources and people they need to generate support, which is vital for success. You can develop your top talent by providing them with coaches and mentors so that they have support when they need it.
7. Great leaders possess the foresight to move ahead, even in the most questionable times. They take risks and realize the importance of moving forward—daring themselves and others to venture out in new directions. They realize this is part of their responsibility and not something they can turn their backs on. Once they realize the vision, they rise up to the occasion and take the necessary risks required for implementation.
8. Great leaders love what they do and communicate their passion to others. They exude passionate energy that rubs off on others around them. They have a light, effortless, and clear persona that is projected to everyone they meet because they are so in tune with their work. Others feel this and want to be a part of the vision that the leader is bringing forward.
9. Great leaders learn to lead by following. They trust those who are in authority above them and are loyal to them. They are inspired by the vision that is being passed on to them and may even notice themselves liking and wanting to be more like their leaders and managers.
10. Great leaders never quit. They embrace and overcome any obstacles, personal or otherwise, that stand in their way. Thus, they need to do the necessary work on themselves to prevent anything from holding them and eliminate habits that are keeping from being the best leader possible.