Content Maker Network Blog

Nowadays some companies feel that, by giving each member of staff training in safety in the workplace, they now have everything necessary to cope with an emergency. In reality though, employees should have more than simply basic education in health & safety and risk assessment. You must provide your employees with sufficient supervision, not to mention provide the right safety gear and give them the opportunity to practice.

A team supervisor has a much greater role to play than just supervising the shop floor. The supervisor you pick out must be a skilled communicator and consider training essential. In addition to encouraging conformity with health & safety regulations, the supervisor as well should make certain that employees perform every task well. This isn’t a simple undertaking. The supervisor is expected to have a thorough understanding of both the business and the product not to mention a very high standard of understanding of the safety regulations, the identification of hazards, and first aid. Simply supplying basic training in health & safety isn’t adequate for your staff. To positively identify a hazard they need practise. They have to understand the best way of eliminating safety hazards and understanding what to do if the worst happens. Only when these procedures have developed into routine are workers properly trained. Education is by all accounts ineffective if you don’t have the required safety supplies. When they don’t have items that is required, or even determine that items are damaged only after something has happened, even the very best training isn’t going to help them. Regularly scheduled maintenance of your equipment is crucial. If you have a fault with your safety equipment, get it mended or call out a maintenance engineer as a matter of urgency.

Your staff must receive good health & safety training, but they also require quality gear, the opportunity to practise, and an educated supervisor who can get employees to be enthusiastic about working safely. If you put these ideas into practice you will find that the safety regulations become a part of everyone’s working habits not something challenging for staff to remember constantly.

If you are called for an interview, then it is likely that you will be asked to give a presentation as well.

You need to prepare for your presentation as well as your consultant NHS interview

Here are some points to help you prepare for your interview presentations

	display subjects are supplied to shortlisted candidates with interview details. It is usually best to prepare a powerpoint presentation.
	The talk audience is likely to be different to and larger than the interview panel. There is unlikely to be an advanced announcement of the presentation audience.
	You may be given between 3-15 minutes for your presentation.
	You have to adhere to the time limits, keep focussed to the topic and don’t get too detailed.
	Practice in front of an audience in advance, even if only an audience of one. You have 100% control of your image management at this stage and you must take that control.
	If the talk is in an unit where you have previously been employed in or where you are well-known, you are likely to feel more nervous than in an organisation where most of the audience is unknown. Realize this in advance and practice the display.
	Do not make assumptions about what the audience knows ” present as if you and the audience have little knowledge about each other, and assume some of the audience (eg Lay Chair, Faculty representative) have no or little knowledge of the organisation/ area about which you are talking.

One of the tried and true organization and time-management tools is the trusty old “to do” list. I was trained to diligently put one together at the end of the day for the following day, and whatever tasks I failed to complete, to carry it forward. This system has worked well in helping me prioritize and focus. But I have also heard many of my colleagues complain about having too much on their list, and feeling very discouraged and overwhelmed by the sheer number of items on their “To Do” list. To help ease the overwhelm, I want to introduce the concept of the “Stop Doing” list.

I first read about the “Stop Doing” list in “Good to Great” by Jim Collins. He stated that one of the commonalities of the companies who were able to propel themselves from being just good to being great is that they all looked at what they were currently doing that they needed to Stop Doing. I am implementing this idea in a slightly different way, but I think a “Stop Doing” list can actually help your productivity and effectiveness.

So how do you decide what goes on your “Stop Doing” list? Here’s what I suggest you do.

For the next week or two, each time you work on your “to do” list (and if you are not using one currently, I strongly recommend you start), or blocking off time for specific tasks in you planner, ask yourself this question: “does this task add value or generate positive results for me and my organization?” If the answer is no, it should go right on top of your “Stop Doing” list.

If the answer is “yes”, ask yourself a second question: “am I the best person to do this task?” The first question tells you whether you can eliminate a task. This question tells you whether you can delegate a task. I know for solo-business people, you automatically think that you have no one to delegate any tasks to. But actually, that might not necessarily be true. Today, there is a whole network of virtual assistants who can handle a myriad of administrative work for you. Some accept work by the hour, and some accept work by the project. If you are interested in this resource, check out www.assistu.com

For some people, you may have to then overcome your resistance to delegating. I’ve heard many of the reasons. Do these sound familiar?

• “By the time I explain it to someone else, I could have done it myself.”

• “I can’t trust somebody else to do it right.”

• “It costs too much money.”

Some of these are completely legitimate concerns. However, before you dismiss the idea, consider the following:

• Is the task repetitive so that the up-front time investment to train someone is actually worth it 3 months down the road?

• Are you the most qualified person to complete the task, or could someone else do it in less time with less effort for better results?

• If you didn’t have to do the task, what would you choose to spend that time on, and what impact will that have on your business, or your life?

So, after considering these tough questions, add your delegated task to your “Stop Doing” list as well and send them elsewhere, and I guarantee you will feel better.
Even though I wrote this article for people struggling with overload at work, the same approach can be applied to create a “Stop Doing” list for home. Think of the possibilities – you can delegate laundry, and cooking, and yard work, and cleaning, and what else?

Seriously, the current state of our lives is that there is generally too much to do and not enough time. So, go through this exercise at least once and see what you can shed from your “to do” list. If you like the results, then establish a routine and do this every 6 months or a year. The point is that you want to spend your time on high impact tasks, and work that you enjoy.

© 2004 Inez O. Ng

ABOUT THE AUTHOR: Do you need some structure and accountability to propel you forward? Personal Coach Inez Ng has worked with professionals and entrepreneurs to transform their aspirations into reality. While focusing on specific areas, her coaching positively impacts all areas of her clients’ lives. Learn more about coaching with Inez at http://www.RealizationsUnltd.com

If you’re finding yourself going through entire days without achieving anything. If you’re tired at the end of the day but can’t remember the last time you did something important – then this article is for you.

It’s very easy, when you’re starting your company, to lose track of time.

I, for one, can spend hours thinking about what I should do next without actually doing anything. I find it very easy to amuse myself by myself – but that doesn’t help my company at all!

The question is, how do you stop yourself from wasting precious hours in your day?

How do you get things done?

The first thing you should do is create a list of important tasks that need to get done for each day. So, before you go to bed each night, spend some time writing down just SIX things that are important to do the next day.

I personally don’t mind if they’re personal goals or business goals. As long as I do at least SIX things each day that bring me closer to achieving my goals in life.

So, for me, a typical list might look like this:

1. Practise guitar for 1/2 hour

2. Invoice clients

3. Buy accounting package

4. Spend 2 hours on Project X (Where Project X is the name of a particular project I’m working on

5. Automate web site subscriptions

6. Re-write salesletter for front-page

It looks pretty easy doesn’t it? It isn’t. It takes a lot of discipline to get just 6 important things done each day.

When I first started doing this, I had a lot of motivation to get these things done, so my business grew in leaps & bounds. The problem is that I eventually got demotivated and started losing track of my time.

I started spending hours just reading email, posting on forums and generally doing things that weren’t helping me achieve more!

Until today, that is. I’ve started a new “plan” to ensure I don’t mysteriously “lose time”.

It’s a simple plan really. All you need is an exam pad and a pen. Then, down the left of the front page, write down time slots in half-hour increments like this:

06h00
06h30
07h00
07h30
08h00
…
…
21h00
21h30
22h00

Then, as each half hour passes, quickly jot down in a word or three what you spent it doing.

This is going to help you see where all your time is wasted and will also give you something to answer to. If you’re checking up on yourself every half hour (by jotting down what you’ve done), you’ll find yourself more disciplined to do the things that count.

This is a very basic technique taught in many time-management classes, tapes and CDs and it works wonders. I never tried it out until now but if you do it, and you’re honest with yourself, you’ll quickly find out why you’re not getting any REAL work done!

Those 2 techniques together have helped me grow my business much faster than my previous self would have.

When you’re an employee – you don’t mind wasting a few hours here and there but when you have to put food on the table each month, suddenly your hours start being your most important assets!

I hope this helps you! Good luck

Norio is a young South African entrepreneur that enjoys teaching others the things he has learnt to make running his business easy & profitable. He runs a small business site for South Africans at http://www.small-business-hub.co.za

A mistake many leaders make is the self imposed responsibility to have all the answers. This is just not true. It is okay to admit to not having all the answers. Good leaders are willing to show their imperfections. Surround yourself with a solid executive team and you don’t need all the answers. No one expects perfection, just leadership. Being President doesn’t grant you supreme knowledge.

The Ego Factor

Stagnant growth, lost market share and panic response management are more likely to occur if strategic growth objectives are Ego driven vs. Profit driven which often leads to putting personal needs ahead of business needs. This is a common symptom of the lack of leadership in the organization. Leadership is quite different then management.
Steve Kaufman in his DREF interview, NAW’s leadership series (2003), stated that he did not invent the phrase “Servant Leadership” but he leans heavily toward that methodology.

The academics tell us a leaders role is to serve those people that report to him. He or She is not a dictator but their ultimate role is to serve, to allow those people to achieve their goals. It’s a style that starts by asking; What do you want to accomplish rather than telling them what you want to accomplish.” I would say that the servant leadership model is the one that I like to talk about. I like to talk about the most effective leaders being those that have volunteer followers not those-that have draftees. And if your team could vote for a leader rather than be assigned a leader, would they still vote for you. Steve Kaufman, CEO Arrow Electronics

Servant-leadership encourages collaboration, trust, foresight, listening, and the ethical use of power and empowerment. Warren Bennis, leadership scholar believes American corporations are over managed and underled. Great leaders get exceptional efforts from their employees. Effective leaders must have vision. A visionary leader has a clear sense for the future with the ability to turn their vision into results. This could not be accomplished if they let their ego get in the way. Communication is key to the process used to inspire others to act.

A servant leader makes a conscious choice to lead by being a servant first. He or she is sharply different from the person who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions. The leader-first and the servant-first are two extreme types. Between these two extremes is where you find the most effective leaders. Your style is determined by you, your environment and the specific situation you face. But, if you stay in the grid between these two extremes, your effectiveness as a leader will be obvious.

Good managers get employees to respect them, effective leaders get employees to not only respect them but more importantly they get them to respect themselves.

http://www.ceostrategist.com Dr. Rick Johnson (rick@ceostrategist.com) is the founder of CEO Strategist LLC. an experienced based firm specializing in leadership and the creation of competitive advantage in wholesale distribution. CEO Strategist LLC. works in an advisory capacity with distributor executives in board representation, executive coaching, team coaching and education and training to make the changes necessary to create or maintain competitive advantage. You can contact them by calling 352-750-0868, or visit http://www.ceostrategist.com for more information. CEO Strategist – experts in Strategic Leadership in Wholesale Distribution. Sign up for Rick’s monthly news letter – “The Howl” email rick@ceostrategist.com.

“A scholar who cherishes the love of comfort is not fit to be deemed a scholar.”
Lao Tzu

Have you ever wondered if your organization could improve if you just along with your staff? It can, Leader! The leader-follower connection has a direct impact on the mentoring/discipling process. Let’s analyze a volatile situation. You are doing “good leadership” stuff around your office. Two employees desire your mentoring. Ophelia has a wonderful attitude but lacks charisma. Katrina is an all-around person with a trashy attitude. You can only pick one. You select Ophelia due to her great attitude. Katrina explodes like a category 5 hurricane. You’ve created an enemy.

Favoring one employee over others can create problems for a leader. Hackman and Johnson, leadership gurus, call this person an “alienated follower,” a highly independent thinker who puts her energies in fighting rather than serving. Alienated followers can become disillusioned with their leaders. Therefore, it is critical that leaders focus on the big picture. Will my special relationship with one employee damage my relationship with the rest of my staff? A servant-leader is concerned about all of his organization and helps them toward personal development. Caring is, therefore, a critical component in any mentoring/discipling relationship. Are you ready to build that relationship with your employees…if only for your organization performance? You can, Leader! Start today!

Reference:

Johnson, C. & Hackman, M. (2000). Leadership: A Communication Perspective. Waveland Press.

Daryl D. Green has published over 100 articles in the field of decision-making (personal and organizational), leadership, and organizational behavior. Mr. Green is also the author of two acclaimed books, Awakening the Talents Within and My Cup Runneth Over. He is a columnist, lecturer, professor, and management consultant. Mr. Green has a BS in engineering and a MA in organizational management. Currently, he is pursuing a doctoral degree in strategic leadership. For more information,visit his website at http://www.darylgreen.org

Anne was a new supervisor, and like many new supervisors she took the new role as a manager and leader seriously. She took advantage of training that was offered to her. She learned how to do performance reviews effectively, listened to other leaders to learn from them. She read several books recommended to her by others.

More importantly she tried hard to apply what she was learning. Anne was practicing leadership.

When we are diligent in practicing anything we are consciously practicing our skills. We are trying things again and again to get better. We are focused on fundamentals. Something happens to many of us though when we begin to get comfortable with our new skills – whether they are leadership skills or sewing skills or tennis skills. We stop practicing and start playing.

What is the difference?

When we can consistently get the tennis serve in, we tend to want to play matches more than to continue to practice that serve. Once we have the sewing basics down (or so it seems) we want to make something. In both cases our focus moves to something other than getting better – because that is what “practice” is for.

Are you playing or practicing leadership?

This question applies to brand new supervisors and experienced leaders. If you want to improve your skills as a leader you have to practice, not just play. Here are five things you can do to continue to practice your leadership skills.

Be a continuous learner. We practice to get better. Anne as an eager (and maybe scared) new leader was like a sponge. She soaked up everything she could learn about leadership. Practice requires new information and knowledge, be it in the form of advice from a person, a book, or observation. Remain open to new ideas and then consciously integrate them into your leadership activities.

Get feedback. If you are practicing a sport, you expect a coach to give you feedback on your progress. Your practicing of leadership should be no different. Many organizations have a 360 process that allows leaders to get feedback from those they lead. This feedback can be valuable, but you can get feedback without this formal process. Ask people how you are doing. Ask them specific questions about specific situations. At first they may not provide you much information, but if you consistently ask and obviously value the input (by doing something with it over time); you will get more insights from people. Get feedback from other leaders as well. Build a network of people you can get ideas and feedback from.

Reflect. You can read, ask and do all sorts of things to collect ideas and approaches. All of it is valuable. But none of that can be applied effectively without you taking time to reflect on it and determine what will work for you and why. The best practice includes a chance to personally reflect on your work. As a speaker and trainer, I take time after every workshop, seminar or speech to reflect on what I did, why I did it, what I would do again, what I should adjust, etc. The same process is necessary for us as leaders. Be mindful of your results. Review them in your mind. Make decisions for “next time.” Without a commitment to reflection you will always compromise the benefits you can gain from practice.

Try new things. The learning, feedback and reflection will be of no tangible use unless you do something with it. A practice mindset allows you to try a different approach. If you are playing tennis you might be afraid to try the new technique for fear it might backfire. But the new technique becomes less risky when you have practiced it over and over. Find your lower risk opportunities to try new things. And try things that aren’t risky often. By being willing to try the new approach you will make real progress. After all, if you never try anything new, how will you get better at anything, including leadership?

Use your skills in other situations. Practice in most contexts is a lower risk situation. One of the best ways to practice leadership is to find other areas of life in which to lead. Volunteer to lead a project in your community. Organize a neighborhood event. Lead a group at your church. Apply all of the things you are trying to learn at work in these situations. Use these as opportunities not only to do something valuable, but as your own personal leadership learning laboratory.

Taking these steps will help you to remain a leadership learner. They will keep you fresh and on your game. They will keep you practicing, and not just playing leadership.

Kevin is Chief Potential Officer of The Kevin Eikenberry Group (http://KevinEikenberry.com), a learning consulting company that helps Clients reach their potential through a variety of training, consulting and speaking services. Kevin publishes Unleash Your Potential, a free weekly ezine designed to provide ideas, tools, techniques and inspiration to enhance your professional skills. Go to http://www.kevineikenberry.com/uypw/index.asp to learn more and subscribe.

There lives within every individual a power, an energy, an incandescence of spirit that is being constantly held in check, like a dimmer switch turned way down.

A lifetime of being told: “we are nothing special; to stand out is egotistic and wrong; to conform is necessary; to be different is bad; the collective good must be served even to the determent of our own being; we must support; we must never defy; to question authority is inherently evil; the majority is always right; don’t rock the boat;” — creates an habitual thought pattern of lassitude, often leaving us without any sense of our ability to make a substantial difference and therefore with no real sense of urgency.

Surely it is in the best interest of every organization, every corporation to instill in it’s employees a sense of pride, in the organization, in the work force and in themselves. People who are encouraged to take a long hard look at what their company is all about, at what it does to make a difference in the community, the country and the world, will begin to develop a sense of being a valuable part of something important, something worthwhile.

Creating this attitude goes beyond the publication of an idealized mission statement as so often proudly displayed in the lobby for the enlightenment of visitors. The organization must walk its talk to create employee buy in. Pride and loyalty are founded on belief and trust.

When the people at the top believe in the organization and it’s people, demonstrating confidence in and respect for every employee, this attitude is emulated all down the line. This is the starting point for taking leadership from the top floor to the shop floor.

Pride in the organization is a starting point. When people are coached and mentored to look objectively at the roles they play within their company and the roles played by their fellow workers, they will learn to recognize that no company can achieve success or make a substantial difference without the effort and contribution of every employee — including themselves.

When people are proud of their company and of the difference it makes, when they are proud of the accomplishments of their fellow workers, when they are proud of their personal input to the process or product, they must automatically become happier, better, more productive, engaged, workers and they will in turn encourage each other to be even more proud, happy and productive.

When such people are given the freedom to seek out and implement meaningful change, to work together to make a better world, to grow personally and professionally, to sometimes make mistakes and to learn from them, people power becomes an almost limitless force for growth. The incandescent spirit becomes a burning passion for achievement.

What do you suppose happens to the bottom line?

Len McNally is President and founder (in 1996) of The Leadership Centre, dedicated to leadership development, management team building and change management through executive and corporate coaching – from the top floor to the shop floor. With more than thirty years experience in sales, marketing and business development Len has for many years been an avid student of psychology, behavior and motivation. He still reads three to four books a month and has writen several book reviews for Amazon.com. He can be reached at (519) 759-1127 or email: the.leadership.centre@sympatico.ca. Other articles may be seen at: http://www.tlc-leadership.com

Everyone talks about leadership but most people can’t define it except in the most general terms. How many times have you heard the word charismatic coupled with the word leadership, as if they were meant to go together? Let’s cut through all of this and look at some facts.

Leadership is part of the political process because it’s done using political tools. Management means moving things around on the bottom line so it comes out right. It’s possible to be a manager of disaffected people. They can’t play off rank entirely, nor would they choose to, because they’re excited about what they see, and they want to share that vision. If your people don’t get it, leaders blame themselves, not the people they’re trying to lead, a sharp contrast to standard management thinking.

Leadership is in shorter supply than management because it’s a great deal more work. It also offers a greater payoff. Leaders literally revel in the accomplishments of their people.

Here are some traits of true leaders, things for you to watch for and emulate.

* Leaders believe that each person is valuable, able, and responsible. Real leaders see leadership as a process for empowering people to see themselves in positive ways, as competent, productive, and important.

* Leaders recognize the potential in others that mere managers miss because leaders are looking for it. They come into leadership roles knowing that empowerment is part of the political process.

* Leaders view themselves favorably as valuable, contributing team members, not managers. They see a field of political equals, not subordinates to be dealt with.

* Leaders know the Golden Rule of good business. They treat people as they expect to be treated. Leaders model the respect they expect in all personal and professional interactions with others.

* Leaders realized that each person has untapped skills that can be harnessed to achieve organizational goals, and at a profit. A leader must have the courage to look for hidden abilities, including those that other managers have written off. Leaders do this by observing, monitoring, and most important, listening.

* Leaders empower people across the board. This means they don’t play favorites. They’re fair and even-handed regardless of their personal feelings.

* Leaders expect to be role models, and they deliberately model the behaviors they want others to adopt. What do others see? Do they see you behaving in ways you want them to copy?

* Leaders are realistic in awarding praise. When giving praise be specific, timely, and accurate.

* Leaders work to develop trusting and professional relationships with everyone. The better you know people, the better you are at reading situations and predicting reactions.

* Leaders are organized, competent, and prepared, even when these are not their native characteristics.

* Leaders build cohesive teams. They do not merely manage people.

Now, let’s examine the art of a political team and harnessing the power of teamwork. What is this thing called teamwork? Everyone talks about it, almost in lockstep with leadership, but most people have no idea what it means.

Teamwork means how you think, not what you do. The political mindset is, “What can I do that will make you want to do it my way?” The team mindset is, “More than 75% of the time, 75% of the people will put the company’s interests first.” Simple isn’t it? However, studies show that only one in ten employees have a team mindset. But you can, and it will distinguish you positively from your competitors. If you’re seen as both a leader and a team player, you’ll be in the strongest possible competitive position.

What is teamwork? Teamwork means that more than 75% of the time more than 75% of the employees put the interests of the team first, even when doing so requires more effort, time, or money, or all three.

For example, if someone, who had not been asked, offered to assist a co-worker who was having trouble with a job or a task, and the helper didn’t think of getting credit or thanks, this would be a strong example of teamwork. This would extend to customers, clients and fellow employees who aren’t strictly speaking, your team members.

The strongest member of a team is the one who shores up and willingly compensates for the deficiencies of weaker members and doesn’t call attention to the fact he or she is doing it. And has the mindset, “I don’t care who dropped the ball. If I can stretch to reach it, I’ll pick it up and get it back in play.”

Team members must talk in terms of “we” not “I.” If you think this is too basic, consider that belonging to the group is the workplace prize for some people. Maybe you don’t share that view, but how does that invalidate what others believe? Belonging is a basic, human need. When employees complain of office cliques, they’re really saying they feel excluded. Management cannot effectively build teams when cliques have power.

Shine the spotlight on each member of the team, regardless of the level of his or her ability. There are always stars, but if only they get the spotlight, the others will relax and sit on their hands. Can you get the job done with only the stars? Certainly not! Smart team builders share all the credit and absorb all the blame.

Canvass the team regularly for individual opinions and respond instantly to complaints your hear on the grapevine. Team-builders never suppress dissent. They go one-on-one with whomever is dissatisfied and meet his or her needs. Why? Because the leader’s attention to their needs is what keeps workers loyal to the team. They know they’re not just one person in a faceless and interchangeable crowd. They belong.

Team leaders always give support and unrequested assistance in ways which don’t cause others to loose face. When you pick up the ball, be sure the colleague you’re helping doesn’t feel diminished. Always make sure you’re coaching and not correcting.

Team building isn’t a guru-driven, mystical process. It’s a political process of brokering and getting the buy-in from others. People don’t necessarily want to be team players, nor do they instinctively recognize the advantages. A good team builder is worth ten good managers when he or she shows fellow employees why participation is in their best interest by revealing the benefits and giving examples.

Team building is an art. It’s learned from role models, trial-and-error and occasional failures. The key element is mindset. The builder’s mindset is, “Is this good for the team? Then I’ll do it. If it’s bad for the team? Forget it!” Credit keeps flowing to team players, instead of surrounding and isolating the team leader, who shouldn’t, if he or she has the right mindset, want that to happen or let it happen.

Copyright© 2005 by Joe Love and JLM & Associates, Inc. All rights reserved worldwide.

Joe Love draws on his 25 years of experience helping both individuals and companies build their businesses, increase profits, and achieve total success. He is the founder and CEO of JLM & Associates, a consulting and training organization, specializing in personal and business development. Through his seminars and lectures, Joe Love addresses thousands of men and women each year, including the executives and staffs of many of America’s largest corporations, on the subjects of leadership, self-esteem, goals, achievement, and success psychology.

Reach Joe at: joe@jlmandassociates.com

Read more articles and newsletters at: http://www.jlmandassociates.com

10 Ways to Beef Up Your Leadership Skills

Have you ever heard someone say, “Actually, I have to admit that I think I am really bad at managing other people. My staff all hate me and I’m incapable of doing my job”.

The answer is no, of course. No one says this either because they don’t believe it, or because they don’t want to appear incompetent. Unfortunately research tells us that from the employees’ perspective, there aren’t that many terrific managers out there.

What should we take out of this dichotomy? Perhaps at the least, we could all admit to ourselves that there is room for some improvement in the way we lead others. After all, it’s not the sort of skill that is easy to get 100% right all of the time. It might just be that we don’t specifically know what improvements to make, so here’s 10 ways to start:

1. Get a reality check

Finding out what others think of our leadership style can be real eye-opener, and is often the most powerful driver for change. Using a 360 survey where you receive feedback from your staff, peers and manager, gives you some concrete information on a sometimes intangible subject. Use an existing tool (and there are some highly regarded ones out there) or else simply let your staff know that you are seeking feedback from them in order to improve your style.

A word of caution though, your staff may not feel safe in giving feedback if they believe you are going to use it against them, or become defensive about what they say. It’s up to you to create a safe environment so they feel comfortable in being open and honest with you.

2. Don’t use the power of your position to get things done

If people are questioning why certain things are done, or the logic of decisions, never pull rank in response. A critical component of effective leadership is getting the buy-in from your team and colleagues. You don’t get buy-in by telling them that the decision is the right one because you are the boss and you made it. Your team may not always agree with what is being done, but they are more likely to respect you if you take the time to explain your rationale.

3. Don’t think of employees as things that need to be controlled or managed

Instead, give them the latitude to take actions and make decisions. Trust is a vital component of leadership. If you can’t trust people to do their jobs well, then you either have the wrong people in the jobs, or you have the right people but you haven’t trained them sufficiently. Let them do what they are there to do, without leaning over their shoulders all the time, or demanind to know how they spend each minute of their time.

4. Listen, listen, listen

If there are unhappy or disgruntled people in your business, you can guarantee that at some stage they’ve tried to tell you what the problem is. It’s likely you weren’t listening (or didn’t want to listen), or perhaps your initial reaction made the person think twice about bringing the problem to you. Truly listening is one of the greatest skills to develop, regardless of your role. Good listeners are genuinely interested, convey empathy, and want to find out what’s behind the conversation. Great leaders are great listeners -without exception.

5. Stop providing solutions

Managers often achieve their positions after being technical specialists, and so will have an opinion or view on how to “fix” situations or problems. They believe that it’s faster to tell someone what to do, or do it themselves, than give their employees an opportunity to figure it out. By always providing the answers, managers take away opportunity for their employees to learn and come up with alternative (and potentially better) ways of doing things.

6. Always be constructive – always

Language and communication skills set great leaders apart from mediocre ones. Don’t patronise or be critical of others – take complete responsibility for how you are heard. If you catch yourself about to make negative remarks, take a breath and rephrase your words to get your message across without the emotional attachment. Great leaders always find a way to say things calmly and constructively.

7. Judge your success by the success of your team

The true success of a leader can be measured by the success of the people that work for them. As a manager of others, your prime responsibility is to ensure the success and development of your team. If they are successful, you will automatically be successful. Focus on building their skills and removing obstacles in their way. If you can achieve this, you will see the results in the productivity, motivation and satisfaction of your employees. This in turn filters through to bottom-line results.

8. Don’t do things just because they will “look good”.

Nothing is more transparent than managers who make decisions and behave in ways simply to look good to their superiors. If you want to improve as a leader, one of the qualities you need is integrity. The integrity to make decisions because they are right, and the integrity to stand up when you truly believe something is not in the best interests of the business. Whether or not it is in your personal best interests is much less of a consideration.

9. Include humour in your diet

Nobody likes to work in an environment that is devoid of any fun. People are more productive when they are enjoying themselves. Creating a workplace where fun is permitted and encouraged can make a significant difference, and it’s even more effective when the boss participates. It increases team spirit, and encourages people to see you as a person, not simply as the boss.

10. Let people get to know the real you

Being open about yourself helps to break down the barriers that hierarchy puts in place. When your employees know the person behind the faade, that’s when you start to build the foundations of good leadership – trust and respect.

Megan Tough, director of Action Plus, is passionately committed to helping people move their businesses & careers forwards. She works internationally with enterprising proefssionals to accelerate their development and create more financially & personally rewarding professional lives. Visit her on the web at http://www.megantough.com for more information.