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     Resource of The Week


    Lead by Example: 50 Ways Great Leaders Inspire Results

    Resource of the Week: Lead by Example: 50 Ways Great Leaders Inspire Results Filled with examples of visionary leaders who have achieved greatness, John Baldoni’s most recent book, Lead by Example [Amacom, 2009], offers a leadership guru’s insights on how to inspire others and build lasting results. The internationally recognized leadership consultant, speaker and author removes the intricacies of leadership and offers 50 easily understandable ways leaders can inspire results. Built around character, communication, defusing tension and developing team confidence, Baldoni’s 50 ways to inspire results gets to the heart of what makes a leader effective.

    In this exclusive ExecuNet interview, ExecuNet Editor Will Flammé asks the author to share some of his views on effective leadership. Here is some of what he had to say:

    Q. Your book, Lead by Example, shows how to build trust and win the respect of the people one leads. What are the highlights of how one achieves these two goals?

    A.
    Leaders build trust and then win the respect of their people by doing what the organization expects and needs them to do achieve reasonable and sustainable goals. That is, they put the right people in the right places with the right resources and allow them to achieve these goals. The good news is that I believe most bosses enter management situations with the support of their employees. Why? First of all, it makes life easy when you can believe that your boss is capable and competent. Second, employees want to work for someone who can help them do their jobs more effectively. So bosses receive the benefit of the doubt from their employees. The challenge for the boss is to turn that benefit of the doubt into trust and respect. That comes from doing four things right:

    Set the right example. Leaders are judged by what they accomplish. Leadership is often about how you achieve those results; it is a collective act. You need the support of others to succeed, so it is your responsibility to live the values that matter most to our society: love, integrity and honesty.

    Act the role of a leader. Doing what the organization requires means helping it grow and develop. You put people into positions where they can succeed. You demonstrate adaptability and push for innovation. You also lead from the front. Be available during tough times, sometimes to lend a hand but always to provide counsel, support and resources so people can do their jobs effectively.

    Handle tough issues. Successful organizations are those that push decision-making to the front lines. But when the decision has long-term consequences, you want leaders to decide.

    Put the team first. One earns followers’ respect by doing the hard work, helping others to succeed and finding ways to recognize those who achieve. Part of putting the team first means stepping out of the spotlight so others can receive credit. Shine light on others’ accomplishments, and when things go wrong, accept responsibility. Accountability reinforces trust, and in the process, nurtures trust.

    Q. Executives commonly state that meetings frequently consume too much of their days without sufficient value for the time spent. How can meetings be run more effectively?

    A.
    Effective meetings begin with good thinking. That is, consider what you want to achieve at the meeting. Most meetings should be used for deliberation and decision-making. You want to use your e-communications for dissemination of information. When people come to the meeting, they will be asked for input into the issue. Ideally, you want the person closest to the issue to make the decision, but it may not always be possible. That’s when it falls to the leader to decide. A good idea is to delegate the development of the agenda to direct reports on a regular basis. Ask these folks to send out the agenda in advance so attendees know what to expect and what is expected of them. This individual can also solicit ideas for what to discuss or what to share. If your item is included on the agenda, come prepared. Be brief. Too many folks use meetings for job justification. Leaders must make it clear meetings are for deliberation and decisions. Therefore, they should be short and to the point.

    There will be times to discuss contentious issues; you can deliberate them without coming to a decision. It will be up to the leader to give everyone a voice in such meetings. That does not mean the leader has to do what is recommended by the team, only that she should listen to what others have to say.

    When it comes to debate and deliberation, the leader should avoid speaking first. This gives others the opportunity to air their ideas before being influenced by what the leader has to say. It can lead to more honest opinions as well as a more robust debate, and if the leader actively solicits comments, he demonstrates he values what others have to say.

    Q. How does a leader effectively navigate the line between being tough, fair and likable?

    A.
    Leaders should strive to be respected; this will indicate that they are fair. As for likeability, that’s another issue. Leaders may not always be liked because they have to make tough decisions about the fate of individuals, teams and the company. Too much affinity with individuals can lead to unhealthy favoritism. That’s how incompetent people stay in their positions.

    Leaders must also be fair, but not always equal. That is, you create a level playing field where everyone can achieve. But those who achieve more will be rewarded with more opportunity as well as more resources. Those who do not achieve immediately may need more seasoning, coaching and development.

    Toughness comes from making hard decisions about big issues; things that affect the fate of the organization. Such decisions include decisions about promotion and layoffs. The operative principle is to do what is best for the organization. That is, choose the best to promote and the least talented to let go. Life does not always work that way, but if a leader truly tries to do what is best for the organization as a whole, she will be on the right path.

    Q. What is the role of humor when utilized by an effective leader?

    A.
    Times are tough and leaders are called upon to make tough decisions, but that does not mean they are not human. Humor is a way of revealing humanity; it works to lighten us up so that we are open to the world especially our people. A good way to gain trust is let people know that you have a sense of humor. Self-deprecation is a good door opener. Tell jokes on yourself. Make it safe for others to tell stories on themselves, but make certain it is done in good fun. Mean spirited humor can be off-putting and creates barriers between leader and follower. Avoid it.


     
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