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Six ways to grow your leadership strength

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Like any skill or ability, leadership strength, one of the top ten characteristics of great leaders, can increase with learning, experimentation, practice, and experience.

As you develop this, or any leadership skill, you stretch the boundaries of your leadership comfort zone and proficiency.

If you’re ready to become a stronger leader, here are six ways to start:

1. Select a leader you admire and emulate his or her strengths

Keep this person in mind as a guide to emulate, learn about, and learn from as you experiment, build and refine your strength as a leader.

2. Get feedback on your leadership

Seek information about your strengths and areas for improvement from peers and direct reports, in addition to seeking and using your manager’s feedback.

The information, if honestly provided and viewed, may be eye-opening and humbling, in complimentary as well as instructive ways.

3. Know where you’re going

Create a vision to keep your attention, intention, and actions aligned with the long-term goals for your team.

In addition to creating a compelling vision, use simple but consistent and effective follow-up practices to keep you on track.

4. Listen and observe

You may or may not like what you hear and see when you check in to see how things are going, but you need to know what’s really going on.

Regular, honest assessment is essential to know how you and your team are really doing, and to be able to respond and adjust effectively to actual conditions, rather than what you hope to find.

5. Improve the ways you get your work done

Make your work life easier, and your results more predictable through effective process management.

Simplify and improve the processes, measures, feedback and follow-up practices you and your team use.

6. Build bench strength

This gives you greater capacity and adaptability, as a team.

It also extends your leadership reach and effectiveness. You can’t be everywhere, all the time, after all.

You’re more effective as a leader if you create processes, measurements, and good practices for your team to be able to self-monitor, self-manage and self-correct, as much as possible, in addition to seeking and using feedback you provide them.

A big part of your job as a leader is to create more, and better leaders, in your company.

As Tom Peters notes, “Leaders don’t create followers, they create more leaders.”

Four decision making mistakes to avoid

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Being able to make good decisions, at all levels of your organization, is vital to your company’s success.

Decision making skill, one of the top ten characteristics of great leaders, is more difficult than many people realize.

Consider this thought:

“Some problems are so complex that you have to be…well-informed just to be undecided about them.”

Laurence J. Peter

Great decisions can have deep, lasting and positive effects on many people.

Think about the far-reaching impact of these three decisions:

  • Columbus’ decision to seek the New World
  • John F. Kennedy’s decision that the US would land a man on the moon, and do so before the decade was out
  • Rosa Parks’ decision not to give up her seat on the bus one day in Montgomery, Alabama

Poor decision making is equally powerful, but in undesirable ways. Bad decisions can have devastating effects on people,  organizations, and even entire countries.

Here’s just one example (and there are many):

Think about the impact on US and world financial markets of a few false assumptions about market risk and how to best manage it in 2008 (and in the years leading up to it). In addition, what was deemed adequate oversight of financial institutions turned out not to be.

It all added up to very big, very bad, very sudden surprises for many people and institutions, with long-term repercussions.

What are some of the primary problems with decision making?

Here are just a few:

1. Being unable to decide without a lot of information.

And then, being unable to swim one’s way through the sea of data, information and opinions to reach a valid, effective and timely decision.

2. Being decisive – but too much so.

Decision-makers may reach conclusions quickly, based on too little information, or inaccurate, deceptive, or untimely information.

3. Simplifying information so much that it’s stripped of significance.

Data and information may be overly simplified – or it may be unwieldy.

Either way, it may be difficult to synthesize and understand for deeper meaning, the ability to draw meaningful conclusions, and to make good, sustainable decisions.

4. Disowning one’s decisions.

This can occur if a leader fears the pushback that naturally happens at some point in almost every change or transition process.

We’ve touched on significant ways that decisions can go wrong.

How can decision making go right?

Great leaders ensure that they have reliable, accurate, timely information for the decisions they must make.

And they make sure that their decision making process is effective and continually improved, as needed.

These are some of the main characteristics of good decisions:

  • Timely
  • Well-informed
  • Take into account the needs and desires of the people most affected by the decision and its outcomes
  • Match the criteria for making that decision

Decision making comes easily to some people, but for others, it is a continuing challenge.

Decision making skills can be learned and improved, with focus and practice. Such skills are absolutely, positively essential for leadership excellence. 

You place your bets when you set strategy

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Strategy. Strategic.

Do those words make you feel excited, eager, energized? Or does your heart start racing a bit in fear, at the mere mention of strategy, and the responsibility it brings?

Leaders’ reactions to strategic opportunities run the full gamut from fear and apprehension to eagerness to take on the challenge.

Some people like the excitement of sizing up the future and placing their bets on a particular course of action and events which strategy setting really represents.

For others, the word “strategy” and “strategic” make them break into a fearful sweat. For this group, the risks of getting it wrong seem far higher than the thrill of getting it right.

Strong strategic skills – strategic thinking, strategy setting, and strategic management – are among the top characteristics of great leaders.

The essence of strategic ability is that, of the many paths of action open to an organization, great leaders can see, and then take – or make – the strategic course most likely to lead to success.

They can find their way through uncertainty to high customer satisfaction, product, service and process excellence, and maximum profitability.

When you set strategy, you’re placing your bets – and committing your resources – to what you believe will happen in the future, and what your best response is likely to be to the anticipated future.

What’s really involved in being a great strategist?

You must be able to envision playing the game out completely, rather than to just hope things will work out, magically and effortlessly.

You must have alternative paths figured out in case the paths you envision are wrong, or eliminated for some reason.

You must have or be able to get the resources you need to turn the strategy into effective action.

You must have good information, and know how to use it for effective decision-making, having considered those decisions from many different points of view

You must have the confidence to choose the best course, and stay that course or adapt, as you see what’s happening, as conditions continue to change.

You must keep your eyes on the ultimate prize, the vision of success, given the circumstances at any point, and what may still lie ahead.

Taking the risk, and placing your bet on how you think the uncertain future will play out is not an easy task.

Strategic skills are essential as a leader, however. As with other leadership skills, you can build and refine strategic skills, too, through learning, focus and practice.

Quote of the week

"One must always tell what one sees. Above all, which is more difficult, one must always see what one sees." Charles Peguy

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