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ALWAYS LEAVE YOUR DOOR OPEN

" Great leaders never hide in their offices "

TO bring out the best in a team, a leader must be willing to listen to whatever the team members wish to communicate. Be Careful though - this isn't simple as leaving your office door physically open. I once coached a leader who claimed to be her door literally wide open but very approachable with her.  They explained that whenever her staff told me they hated speaking they approached her with ideas, problems or suggestions, she acted like she had no time, would make them feel unwelcome, or would ridicule and find fault in their ideas rather than saying anything positive.

Genuinely approachable leaders make their staff feel at ease, patiently listen, reflect and calmly respond without any judgement. This is a genuine open- door policy and helps create a very healthy and positive working environment.

 Creating A Positive Working Environment:

• As a result of being heard, people will feel more valued and motivated and will be willing to invest more effort in their work.

• It creates a working culture of increased openness, trust and transparency in which people will be less inclined to remain silent and hold back from sharing with each other, including with you.

•There will be less fear and more eagerness to discuss problems and issues before they become fully fledged crises.

CHOOSE YOUR ROLE MODELS CAREFULLY

" Observe those who inspire and impress you, then emulate their positive qualities, but those only. No one is perfect "

Many leaders have been blindly learning from the wrong role models simply because they emulate and copy other leaders without realizing they're doing it. This pattern of unconscious mimicking starts in our childhoods instinctively copy our parents. We take this same habit into adulthood. You can see this happening when people are meeting together  and one person crosses their arms or legs and other people do the same thing without a realizing it. It's also likely that your first few close colleagues and bosses he came your unconscious role models because you had no one else to observe and learn from.

Successful leaders stop relying upon this unconscious and automatic mimicking of those they work for or look up to, and deliberately choose their role models. In addition, once they have chosen a role model, they never copy all aspects of that leader's style because no leader is perfect. Instead, they only emulate the positive behaviours and habits while avoiding their role model's weaknesses:

Role Model's Weaknesses:

 •A highly visionary leader might also have an anger management problem and a low tolerance for certain people or behaviours. 

• A leader who has amazing decision-making skills when it comes to choosing successful business opportunities but may lack the skills to develop and  grow a high-performing team.

• A leader who always exceeds expectations by pushing staff to achieve their KPIs may have no idea a about how to listen, inspire and coach people.

BE A ROLE MODEL OF YOUR TEAM AS A LEADER

 " Be the role model "

Be a good role model by being enthusiastic and motivated to take full ac-

countability for all of your team's work as well as for any tasks that you

personally undertake.

Demonstrate that your team's failures are also your own

Never make the mistake of passing tasks to your team and later blaming them

for poor performance or mistakes and thinking that you're absolved of any

blame. . You always remain accountable for your team's work - t this is a funda-

mental role of leadership. Challenge and support them to complete the wort

themselves but never wash your hands when they struggle or fail.

SOMETIMES LEADERS BREAK RULES

" Show bravery by ignoring silly rules and norms "

Successful leaders sometimes don't allow rules, policies and norms to stand in

their way of taking the right actions, choices and decisions.

The larger and more established the organization you work within, the more

likely that rules might have to be bent or ignored in order to get things done

This might involve breaking accepted norms, unwritten rules, agreed policies

or written guidelines such as:

 Written Guidelines:

•  Your predecessor always attended particular weekly internal meetings but

you realize that there's no point in you continuing this practice and you

stop attending. When challenged on why you're breaking this accepted

practice, you may have to explain your reasoning.

•  HR policies state that every candidate must be interviewed by five col-

leagues and be reference and salary checked before a job offer can be given

to them. However, you interview a really outstanding candidate, who has

only met one other colleague to date, and you realize this job seeker is

about to accept a competitor's job offer. You decide to ignore the hiring

rules and immediately extend her a written job offer.

• Your team have been working very well over a number of years with a sup-

plier of a niche service. Under new procurement rules, you realize that this

supplier should be dropped because they can't fulfil various compliance

requirements but you decide to continue working with them, claiming that

there's no other supplier in the market with their important sill-set.

BE AN EXCELLENT MENTOR

" To help other people grow, share your words of wisdom "

All leaders share their expertise, knowledge and experiences and by doing so 

are being mentors to their colleagues (who, in mentoring jargon, are

tees). Unfortunately, most leaders do this very badly because they have never

been taught how to professionally mentor other people. Their most Common

mistakes include:

Most Common Mistakes:

• Sharing favourite stories and anecdotes from their careers that may have

no relevance to what a mentee's challenges are and what they're seeking

help with.

• Lecturing a mentee without asking any questions to better understand the

mentee's actual needs or to clarify if the mentee is understanding what is

being said.

• Not listening to the mentee and treating the mentoring as a one-way com-

munication process and an opportunity to show off and impress.

• Learning nothing from the mentee's own experiences.

Poor Mentoring: 

Poor mentoring is counter-productive and can leave a mentee struggling to

find value in and apply the advice the leader has given them. The resulting

confusion and sense of being stupid can be very demotivating and disengag-

ing. This is comparable to a leader always being directive through telling.

lecturing and teaching and their staff just have to listen.

Best practice mentoring is not simply about giving other people your advice,

experience and opinions, it's a journey of discovery involving:

 Journey of Discovery Include:

•A two-way sharing and learning process, in which the mentor helps the

mentee reflect upon their own experiences, build up their own wisdom,

become mature and improve the depth and breadth of their thinking.

• The mentor asking insight-provoking questions rather than simply giving

advice. At appropriate moments, they may draw upon their own experi-

ences and share helpful insights and suggestions aligned with the mentee's

own needs, situation and context.

BE BOLD AND CONFIDENT

" Stop playing it safe. Take your team where you have never been before "

Your leadership skills will be tested when you're taking your team, organiza-

tion or business in new and uncharted directions in pursuit of

Some large and audacious goals. Too many leaders are too cautious and conservative to

do this and will find every imaginable reason to explain why such goals are

impossible to achieve.

Successful leaders are quite different and never suppress their boldness, pas-

sion, audacity and daring. They use these things to excite, energize and moti-

vate people (including themselves) to tackle even the most impossible looking

goals. You can always spot such leaders as the ones who:

• Are willing to create and focus on extraordinary goals that might seem like

pipe dreams to others

•Turn ordinary teams into extraordinary team players who are happy to

commit to challenges that would overwhelm most people.

EXAMPLE:

Elon Musk is an example of a leader who consistently acts in this bold and

daring way. You can see this in all of his projects and businesses including in

his plans to colonize Mars, to create re-usable vertical landing rockets and to

build the world's largest lithium-ion storage system in South Australia in a

self-imposed short time-frame. Not every leader has the personality. ambition

or inclination to become an Elon Musk, but all successful leaders do develop in their own

 way, the skills of thinking big and encouraging others to follow suit.