Is Leadership Your Strength?

November 14, 2010 by
leadership

John Baldoni [1] an internationally recognised leadership consultant, coach, speaker, and author asks some probing questions concerning leadership:

  • Do people come to you with their problems? If people feel comfortable to raise issues with you then you have created an atmosphere of cooperation. It has been said that “if people are not coming to you with their problems, you have a problem”
  • Do people see you as one who deals with tough issues or one who avoids them? If you stand up for what needs doing and the people who do it, no matter how tough the situation, you are someone to follow. If you seek to avoid conflict, confrontation, or big problems, then leadership is not your strength.
  • Do people see you in the workplace? When you visit people in the workplace you honour them, and you also expose yourself to their working conditions, the problems they face, and the potential opportunities for development.
  • Do you learn from what you hear? Listening is a commitment to others. Open yourself to the ideas that you hear. Listen to both the problems and the opportunities.
  • Do people view me as one who takes the blame and shares the credit?  Alabama football coach Bear Bryant put it this way when he said:
  • "If anything goes bad, I did it. If anything goes semi-good, then we did it. If anything goes really good, then you did it. That's all it takes to get people to win football games."

Leadership is really not about you. It is about how you put others into position where they can succeed. Leadership involves making decisions about what to do and why. Reflecting on your performance as a leader is in itself an act of leadership.

[1] R11013 Baldoni, J., (2010), What Does the Organization Need Me to Do?, The Journal for Quality and Participation, Vol 33, Iss 1, pp 10-14, Association for Quality and Participation, Cincinnati

Neil Crawford
BPIR

Members may read the full article which provides further advice about employee job satisfaction here

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