Answer These Three Questions to Determine Your Quality As A Leader

Ever worked for a leader that was so inspirational and gifted,your memories of how he or she took care of the group remain vivid to this day?

Chances are,the reason you still talk about this pioneer from years ago is because of how he or she made you feel.

Renowned poet and civil rights activist Maya Angelou famously quipped,”People will forget what you said,people will forget what you did,but people will never forget how you made them feel.”

3 Questions John Wurzburger Asks To Assess Leadership Abilities

Leadership is a matter of the head and the heart–it’s about relationships and results. So,if you are in a leadership role now or aspiring to one,the journey toward leadership greatness never finishes. However, it does have a beginning point.

And sometimes the beginning of the journey requires some tough questions you need to ask yourself to raise your own bar. Can you answer yes to some — and all — of these?

1. Are you approachable?

Before you assume you are fit to direct,this is an important question to ask. Because if you are going to lead,you want to be approachable. If you are not,it could hurt your leadership in several ways:

  • Your employees may be less inclined to share information for fear of disapproval;
  • your staff members could be disconnected from you; and
  • your staff members will fear taking ownership of their job,and will only look to you for answers.

To be approachable means promoting a culture where feelings of devotion and a sense of purpose are felt among staff.

How to be more approachable:

  • Maintain an open-door policy;
  • share information;
  • spark non-work relevant discussions;
  • be person and show your sense of humor;
  • take part in volunteer or professional development activities with your workers;
  • be an advocate for your employees when they face challenges–private or professional.

2. Do you foster an environment where individuals are psychologically safe?

Research on liberty and mental security by Amy Edmondson of Harvard indicates that when encouraging leaders foster a culture of security — meaning workers are free to speak up,experiment,give feedback,and ask for help — it leads to better learning and performance outcomes.

When emotional security is absent,anxiety is present. And anxiety is detrimental to achieving a company’s full potential. We just can not be engaged or innovative when we’re afraid. Some subscribe to the notion that fear is a motivator,but what fear does is kill hope — the supreme demotivator.

How to create more psychological security:

  • Create a bond with workers,and remind them of their worth;
  • praise them for their functionality with specific examples for positive reinforcement;
  • keep your people in the loop regarding forthcoming plans and projects,deadlines,and any changes taking place,bad or good;
  • give your employees a sense of security by ensuring that their work and status as workers are on solid ground.

When tough problems arise,address the problem straight away by meeting with the staff in person (if physically possible),or send an email to set people’s expectations. Always pull on the side of hope,strength,perseverance,and compassion. Your job as a leader is to do whatever is required to meet the needs of your people–demonstrating that you appreciate them not only as workers but also as human beings. Lastly,don’t leave anybody hanging by heading radio silent.

3. Are you leading with integrity?

John Wurzburger luxury

Allow me to give it to you straight: Your employees are watching your every move for a leader. If you are acting unprofessional or dishonest,they understand. And if they know,you have already lost the battle for respect.

Psychologist and best-selling author Henry Cloud wrote the book on why integrity matters and sheds great light on the topic. In Integrity: The Courage to Meet the Demands of Reality,Cloud says,”Who a man is will ultimately determine if their brains,talents,competencies,energy,effort,deal-making skills,and opportunities will succeed.”

So,who are you,really? As you learn and adapt to all elements of your integrity,you will eventually arrive at a point where it becomes easier to develop trust,repair a connection after a conflict,listen with compassion,and provide critical feedback to build up someone.

How to lead with more integrity:

  • Lead by example,be reliable,be plausible,talk with truth;
  • raise the bar and hold yourself accountable to a higher standard — one in which your followers will want to emulate;
  • follow through on your promises or commitments;
  • do the perfect thing;
  • be true to yourself rather than be someone you are not. By being who you reallyare,you not only trust the decisions and decisions which you make,but others trust you as well. They’ll respect you for standing by your values and beliefs.

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