Real Leaders Don't Boss (35 page)

Harboring no hidden agendas, sharing information as fully and as broadly as possible, and remembering that there is no such thing as a private conversation. In other words, companies must give the same information to each of their constituencies, and never say anything that they would not want repeated.

Owning up to their mistakes and informing others of them up front.

Core values such as honor, service, and teamwork are too often absent in today's work setting. If the words sound familiar, that is because they are leadership qualities taught by the U.S. Marines—that top-notch training I talked about previously. Add to those values the core tenet of honesty. Together they lend credibility to real leaders. Honesty goes well beyond the spoken word. Often the nonverbal cues from individuals and bosses or leaders are as important as the verbal ones. Real leaders are humble and compassionate in their actions, yet steadfast in their words. Real leaders will look you directly in the eyes
when talking to you; they are just as unwavering in their pursuit of their ideals and beliefs.

Be sure whatever nonverbal cues you're sending or receiving are in line with your core values and the tenets of real leadership. If they're not, figure out why not, and work hard to align both. You'll be more consistent in what you say and do, and those who interact with you will appreciate your steadfast consistency—whether they realize it or not.

Too many people write performance reviews that aren't helpful because they aren't fully truthful. Whenever a performance review is perfunctory, vindictive, or somewhere in between, chances are it was written by someone who thinks as a boss, not a leader. A real leader will take the time for honest and open communication, will get to know his or her employees, and will not compromise his or her character or integrity by fabricating or “fudging” something as important as a performance review. After all, if a leader is doing his or her job of teaching and mentoring tomorrow's leaders, a performance review will be honest and constructive, and will offer real direction for the employee.

Too many grades are awarded to students who have not earned their marks. Too many testimonials are written by people who should have declined being used as a reference. Once
again, it is the honest and open communication of real leaders that offers the valuable lessons that help others succeed.

One of the U.S. Senate's most principled solons is Sen. Carl Levin. I helped campaign for him, contributed to his reelections, and served on his Military Academies Selection Committee. Like his esteemed brother, Rep. Sander (Sandy) Levin, who serves in a leadership role in the House of Representatives, Sen. Levin has steadfastly stuck to his principles. Among his many accomplishments, several characteristics serve as examples of his rare blend of leadership:

A fighter for heightened ethics in government.

A staunch trailblazer for removing waste in government spending.

An advocate for manufacturing to enable our country to compete more effectively on the world stage.

A defender of a vigilant and strong national security apparatus.

In everything he undertakes, Sen. Levin does his homework, pays great attention to detail, and always displays a keen understanding of the subjects being discussed in the halls of Congress.

The heart of leadership is believing in yourself and your vision, and in turn motivating others to follow you. Real and effective leaders also live and practice the following:

Humanity, love of people, honesty, and hard work.

Consider leaders like Fred Meijer, the CEO of
Michigan-based Meijer superstores, who always would arrive at work early and end his day well after dark. In between he always took time for whatever was required of him—and what was not, including greeting his customers and employees.

Perseverance and never giving up.
The Baltimore Colts Marching Band is a great example of unrelenting purpose and resolve. In 1984, when the Colts franchise was sold to Indianapolis, the band would not go. Instead, its members—loyal to the city and each other—had other ideas. In the wee hours of the morning when the Colts began their infamous move to Indianapolis, the band members managed to remove their equipment before the moving vans arrived, and they were able to get their uniforms from the dry cleaner and hide them in a member's cemetery vault until the franchise gave them permission to keep them. The band's incredible dedication and moxie during the next 12 years helped persuade the Maryland legislature to fund a new football stadium, and that finally brought the Ravens franchise to Baltimore in 1996.