Want to be a Leader?

There is no quick way to develop leaders. We must learn throughout our lives. First, we must want to be a leader. Without this intense desire we will not spend unceasing hours as a student gaining new insights or studying innovative procedures or methods. Practice comes early. Serving on student councils, chairing volunteer organizations, or serving in the military as an officer prepares the way.

To lead successfully, we must first master the technical skills needed to succeed in our business. To skillfully be a leader, not only the industry basics must be acquired, but also the following essential qualities must become mastered skills:

Loyalty — Not talked about much these days. An employee, who in the best interest of the company disagrees, should be respectfully listened to. On the other hand, an associate who actively participates in or encourages actions that are counter to the good of the company is disloyal. Action must be taken to rid ourselves of those among us who see no value in and subvert our cause.

Courage — It takes fortitude to carry out assignments. Leaders must not balk at the sight of obstacles, nor must they become bewildered when in the presence of adversity. Leaders have periods of loneliness, despair, ridicule, and rejection. Leaders must have the courage to act with confidence and to excel in times of uncertainty as well as in times of prosperity.

Emotional Stamina — This is the ability to recover rapidly from disappointment, to bounce back from discouragement, to carry out responsibilities without becoming distorted in their view and without losing clear perspective.

Physical Stamina — Leaders cannot perform from their bedside. Too much food and drink and a lack of physical activity confuse the mind. A body not properly used becomes abused. On the other hand, a healthy body supports a healthy mind.

Empathy — An appreciation for and understanding of the values of others. This includes sensitivity for other cultures, beliefs and traditions. This is not to be confused with sympathy. There are times when, for the good of the organization, action must be taken.

Decisiveness — The mark of a true leader is to know when to act and when not to act. Procrastination discourages subordinates, peers and superiors.

Timing — The timing of recommendations and actions is a function of knowing whom you are dealing with, their motives, characters, priorities and ambitions. There is no way timing can be taught. The mere fact a leader considers timing is a positive trait.

Competitiveness — A leader without a sense of competitiveness is weak and easily overcome by the slightest challenge. It is essential to be in the game all the time, win or not. It is critical, however, to do everything possible to win the big one.

Accountability — Demanding a report of the personal actions of subordinates and reporting your organization’s actions is essential.

Responsibility — The buck stops here. No leader of any type should be allowed to serve if they will not accept full responsibility for their actions.

Tenacity — The quality of unyielding drive to accomplish assignments. Pertinacity is the key to achieving difficult assignments or meeting challenging goals.

Dependability — In today’s modern "flat" organization, it is impossible to closely watch each and every action of subordinates. A successful company has people at all levels who are proud of being entrusted with the responsibility to get the job done.

Stewardship — Leaders are first and foremost servants. They are the caretakers of the interests and well being of their subordinates while focusing on the mission of the organization.

Other than these attributes, it is easy to be a leader. Earl Nightingale advises: "We become what we think about." My advice is, if you want to be a leader, act like one.

Read Leadership Secrets of Attila the Hun, by Wess Roberts, Ph.D., Warner Books