LANDMARKS OF LEGENDARY LEADERS

Anyone able to develop a “one size fits all” leadership style “guaranteed to produce positive results” that could be easily transferred from one individual to another would make a fortune. Each of us brings established values, unique characteristics, and different motivational abilities with us when we assume a leadership role, however, so a single magical elixir would be difficult to develop as a “cure all” fix to instantly create new leaders. An excellent leader leverages listening skills, empathy, assertiveness, persistence, creativity, patience, and an awareness of “why” others are thinking differently (rather than simply “what” they might be thinking) to maximize results by identifying and accentuating individual strengths (both personally AND within those they lead). Exceptional and lasting results come when a leader can meld the diverse (and sometimes contradictory) contributions of others into a single solution that benefits his/her group, department, organization, or all involved parties. Effective leaders succeed by encouraging (and creating) group participation without sacrificing any member of the group’s identity, contribution, or creativity. Individuals recognized as being legendary leaders (vs. those who are legends in their own minds) – those that truly create change and influence behavior – typically exhibit (or acknowledge) the following characteristics:

• There is no limit as to how much can be done IF one does not care who receives the credit and is willing to share the rewards for what has been accomplished.
• Individuals who intentionally seek input and contribution from all parties within a relationship (encouraging communication, suggestions, and discussion) find strength in numbers while those that do not often find themselves struggling alone.
• Exceptional leaders engage others while seeking the best solution having the most support then find satisfaction in seeing results not previously accomplished while pulling others along with them as they identify new possibilities.
• Strong leaders make decisions based on the information they have at their disposal (recognizing that if the information changes, so might their decision). They take intentional action guiding employees, informing top management (not necessarily seeking permission) and engaging partners within their relationships in decisions that affect them (before the decision is made). They are unafraid to change their mind IF their situation or the environment around them changes (openly explaining WHAT changed and WHY the course of action was altered).
• Effective leaders never ask, “Why am I not part of the decision-making process?” Leaders step forward to make themselves an invaluable part of any situation in which they find themselves by learning as much as possible about it and leveraging this knowledge to make significant, profitable, reasonable, and equitable decisions that benefit “all” rather than simply themselves.
• Decisions are made based on facts, opinions, input accepted and current environmental conditions. An effective leader will act in concert with those around him/her while a competent manager will direct the efforts of those around him/her. Both may reach the same destination in a similar amount of time, but the former will arrive upon the supportive shoulders of those being led while the latter will often have to walk behind those “being led,” pushing them along in a direction they may not wish to travel.
• People (both in the workplace AND within society) contribute more if they WANT to rather than HAVING to do something. Great leaders put more effort into selling their ideas than they do into telling their expectations – into securing “buy-in” and sharing ownership than they do in making excuses or assigning blame.
• Those we WANT to work with and for tend to question themselves first if something goes wrong before assigning blame or responsibility to others. In a relationship, the first question a great partner asks should be, “What role did I play in creating this situation and how must I change to help resolve it?” rather than, “What did you do and why did you do it?” Business leaders must address a negative result or behavior by first considering if the employee responsible was adequately trained, appropriately prepared, and provided ample opportunity to learn before being expected to perform a new or unfamiliar role. A Legendary Leader will accept responsibility for the failure if the employee was not prepared and equipped then take action that will help prepare him/her for the future. If the employee was trained, prepared, and provided the opportunity to gain experience but still made a significant error, a strong leader will address the results immediately and constructively to ensure they do not become the norm rather than the exception. A Legendary Leader will NEVER ignore, avoid, or fail to either accept responsibility OR address a performance issue (constructively).

Great leaders bring to fruition their dreams as well as the hopes and imaginings of those around them as they actively engage in self-examination and effective listening, intentionally encourage participation by openly accepting suggestions or different perspectives and are targeted (immediate and specific rather than delayed and cumulative) with their criticism while willingly accepting responsibility (warranted or not) for delayed gratification and being overly-generous with praise for a job well done. Poor leaders can bring those around them to their knees as they deflect, defer, and focus on who did something (rather than what might be done to fix it), share responsibility for failure while selfishly accepting the rewards (and accolades) of a job done well. Paraphrasing a statement made by the late John F. Kennedy, an exceptional leader does not ask what his/her team (partner or organization) can do for him/her but what he/she can do for (and with) them.