Real Leaders Don't Boss (7 page)

Perhaps one of the simplest ways to better understand the power of real leadership is to consider what you like and what you don't like in a leader. Consider some of the following questions as they relate to those in leadership roles. There are no right or wrong answers to these questions. Instead, your answers should help you put together a list of favorable and unfavorable traits in a leader:

What do you admire about your leader or leaders in general?

How do you react to particular approaches this leader takes?

Does your leader foster effective relationships with you and others?

Does your leader encourage you to stretch, and does she or he empower you to further develop your skill set?

What makes you want to do just the opposite of what a person in a leadership role says?

How do you react when someone orders you to do something rather than suggest an approach that might work, or help you come up with the answer?

Now ask yourself, “What is it I truly dislike about the trait and why?” Is it because of the attitude it conveys, the approach that the leader takes, or simply the content of the message? Figuring out the specific strengths and weaknesses of the leaders you know can help you in your own quest for real leadership. Keep in mind that if you model a certain behavior, others likely will follow your lead. Are your actions commensurate with your goals and ideals?

Consider one of the 20th century's greatest leaders, President Franklin Delano Roosevelt, who led our country through one of its most difficult times despite his own personal ill health. FDR was a true servant leader who put the well-being of the country and its people—his “company” and its “employ-ees”—well ahead of his own. Roosevelt was elected president at the height of the Great Depression, and was able to inspire and guide the country through most of World War II. Roosevelt personally was wealthy, yet he was a master motivator of the masses who could inspire others by placing their well-being above his own, providing clear direction and goals, giving his team—the administration as well as the American people—the
tools they needed to accomplish those goals, and then offering encouragement and moral support all along the way.

To develop your own servant leadership potential, practice the art of sacrifice for others rather than thinking of having subordinates or followers. Champion your team, troops, or staff by always helping and promoting them. Set the most enviable example and let your actions demonstrate what serving others truly means. Take FDR's lead: put the greater good of the organization above your own, set clear direction and goals for your organization and its people, never ask more of others than you do of yourself, and provide encouragement and praise along the way.

Real leaders make profound differences in the lives of those around them, they help others achieve greatness in the workplace and in life spaces, and they boost professional and personal bottom lines in the process.

Today's leadership gap is very real. Employee satisfaction with its leaders is at an all-time low, middle managers aren't satisfied with their bosses, and leaders admit their own behavior often is lacking.

Real leadership is a 24/7 occupation and lifestyle.

Real leaders do not seek the limelight. Rather, they embody the true qualities of effective leadership; they are always available, are never too busy to help others, and always go the extra mile.

Poor leadership leads not only to unhealthy bottom lines, but to unhealthy employees, too.