By Bill Blades

Everyone knows that quality leadership is an important part of every successful business. A good leader can drive an organization to ultimate success, while a bad leader can potentially run a business into the ground. But what exactly makes one leader better than another? That question is extremely difficult to answer, as a good leader seems to possess a varied combination of traits, rather than a carbon copy of one specific personality type.

Part I posed five key questions associated with leadership with attendant comments. Part II continues with a further five thought-provoking questions.

Q6:  What types of training are most important for good leadership development?

ASTD conducted a study and found that over eighty percent of managers in the United States became managers without any formal management training. Either the leader inherited the position through the family, was promoted because someone died or retired, or maybe the person was the most qualified candidate at the time the position opened, but he or she wasn’t really ready for the responsibility. But these situations often can’t be avoided, so sometimes people are thrown into leadership positions without the right training or coaching to properly prepare them for the job. And many times, leaders must come to this realization on their own and seek out training and mentors to help them succeed.

Most importantly, every new leader needs a mentor. Either before they move into the leadership position or just after they’ve taken on the new responsibility, someone needs to tell them the truth about what they need to do to be successful. The best mentors usually come from outside the organization, but they are always straightforward and honest.

Q7:  Should good leaders focus more on long-term or short-term goals?

Good leaders should focus short-term on interim goals. These are the small steps necessary for reaching the big goal. And accomplishing the small, short-term goals give everyone in the organization a confidence boost. But ultimately, the long-term goals should be more important to a good leader, who focuses on the disciplines of their business with patience and perseverance. These leaders account for the details and the follow-through required for reaching the smaller goals, while always keeping one eye on the long-term.

Good leaders also know that no firm can be instantly successful, and that one or two quarters do not define the success or failure of an organization. Effective leaders know that long-term efforts yield higher returns than cutbacks.

One of these long-term efforts should always be education. Leaders must understand that a huge competitive advantage is a well-educated workforce, which takes time and persistence to develop. They also realize that the only thing worse than educating an employee that eventually leaves the organization, is not educating someone and having them stay.

Babson College conducted a twelve-year study which found that the only thing successful entrepreneurs had in common was a willingness to launch, or to stay out in faith. One of history’s greatest leaders, Frederick the Great, said it best, “Audacity, audacity, always audacity.” Whether in robust or recession times, organizations always need visionary leaders who are committed to creating an exciting future for themselves and for others.

Q8:  So, why do leaders accept a certain degree of risk?

They need to teach their people to take risks without the fear of punishment for mistakes. Good leaders encourage their people to innovate solutions, and do not berate them for mistakes. Many employees are naturally intimidated by leaders because of their authoritative position. And the leader may not mean to strike fear into employees, but they do. So therefore, leaders must acknowledge this power they possess, and strive to reposition themselves as approachable and understanding.

Q9:  What’s the main difference between a manager and a leader?

Leaders focus on people. Most managers control and focus on the bottom line, while genuine leaders focus on people and the future. Although the bottom line is important, the people in an organization have a direct effect on success. Therefore, keeping people happy will improve the bottom line.

Also, managers thrive on catching people making mistakes, where leaders think, “What can I do to make this better?” For example, when a manager catches one of their employees doing something wrong, they might call them into their office and reprimand them. But a leader embraces the philosophy that failures are necessary for finding success. They allow their employees to try new methods, and may actually encourage people to do so. Then if something doesn’t go as planned, everyone can examine their actions and learn from the mistakes as a team.

Q10:  Finally, what actions do leaders take to foster teamwork?

Just by embracing this philosophy that mistakes are a learning experience, leaders foster teamwork among employees. This philosophy also supports peer mentoring relationships that allow employees to work together towards better solutions. Plus, when everyone knows mistakes are acceptable, they connect with each other through sharing experiences and having fun. No one can accomplish maximum results unless the process is fun. When people have fun, they throw more of themselves into their work – just because it’s fun. Enthusiasm moves mountains. 

Good leaders also invest considerable amounts of time in coalition building. This process requires listening, support, and encouragement so people aspire to greater things. Also, if any of their people try to hurt another person or team, leaders act fast to stop those negative behaviors. The leader wants a unified team – and voice.

Leadership for the Success           

The universal ideal leader does not exist, but all good leaders possess certain traits. Listening to concerns with an understanding ear, a positive attitude, 100 percent honesty, and an approachable personality are the foundations of the quality leadership any organization needs to reach a higher level of success. And with an understanding of these characteristics, leaders can improve their methods and lead their organizations to rise above the competition. By applying these good leadership traits, any leader can be ideal.

Bill Blades CMC, CPS is principle of William Blades, L.L.C., a sales and leadership consultant firm.  He can be reached at 480-563-5355 or mailto:bill@williamblades.com.   See also www.williamblades.com