5 uncommon signs

By Marcel Schwantes via inc.com   Article

How Can You Tell Someone Has True Leadership Skills? Look for These 5 Uncommon Signs

“… the best of leaders  … genuinely care about the goals, career paths, and personal well-being of their people. … The evidence documented in the literature, case studies and, personally, in my own practice developing servant leaders is overwhelming. Here’s what I have studied and observed, narrowed down to 5 uncommon leadership behaviors.

1. Leaders pay attention to their people.

Before the possibility of alienating your team sets in, the best way to prevent team morale from spiraling downward is to not neglect your people. This is especially important for new managers who have recently been promoted.

2. Leaders provide their people with purpose and a sense of belonging.

… One way to extend purpose to people’s work … is to give employees the chance to connect with and meet the people they are serving. … Having employees meet the people they are helping is the greatest motivator, even if it’s limited to a few minutes. …

3. Leaders model radical transparency.

… In a recent interview, Chip Bergh, chief executive of Levi Strauss & Co. … ‘I’ve got some trusted people who will tell me if [politics] is going on behind my back. If I see it, you’ve just got to squash it like a bug as soon as it happens and not tolerate it.’ …

4. Leaders ask, ‘Is there anything I can do for you?’

… The best approach is spending time meeting through one-on-one conversations. Take Sameer Dholakia, CEO of email delivery platform SendGrid  … Dholakia spends about half of his working hours meeting with SendGrid employees — checking in with both managers and front-line people … He says, ‘We’ll have no agenda. I just want to know how things are going. … Dholakia says, ‘I end just about every meeting with, Is there anything I can do for you?’ …

5. Leaders create psychological safety.

… Amy Edmondson … explains the experience of psychological safety as ‘a shared belief that the team is safe for interpersonal risk taking.’ What Edmondson found is that better performing teams seemed to be making more errors than worse performing ones. The reason? Edmondson says the best performing teams were admitting to errors and discussing them more often than other groups did. In other words, what distinguished the best performing teams was psychological safety, which facilitated a ‘climate of openness.'”

 

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