Ever worked for a leader who was so inspiring and gifted,your memories of how he or she took care of the team stay vivid to this day?
Chances are,the reason you still talk about this pioneer from years past is because of how he or she made you feel.
Famous poet and civil rights activist Maya Angelou famously quipped,”People will forget what you said,people will forget what you did,but people will never forget how you made them feel.”
3 Questions John Wurzburger Asks To Assess Leadership Abilities
Leadership is a matter of the mind and the heart–it is about relationships and results. So,if you are in a leadership role now or aspiring to one,the journey toward leadership greatness never finishes. But it does have a starting point.
And sometimes the beginning of the journey requires some challenging questions you need to ask yourself to raise your own bar. Can you answer yes to any — and all — of them?
1. Are you approachable?
Before you assume you are fit to direct,this is an important question to ask. Because if you are going to lead,you need to be approachable. If you are not,it could hurt your leadership in several ways:
- Your employees may be less willing to share information for fear of disapproval;
- your team members may be disconnected from you; and
- your team members will dread taking possession of the work,and will just look to you for answers.
To be approachable means promoting a culture where feelings of loyalty and a sense of purpose are felt among employees.
How to become more approachable:
- Maintain an open-door policy;
- share information;
- spark non-work related conversations;
- be person and show your sense of humor;
- participate in volunteer or professional development activities with your workers;
- be an advocate for your employees when they face challenges–private or professional.
2. Can you nurture an environment where individuals are emotionally secure?
Research on liberty and psychological safety by Amy Edmondson of Harvard suggests that when encouraging leaders foster a culture of safety — meaning workers are free to speak up,experimentation,give opinions,and ask for help — it leads to better learning and performance results.
When psychological safety is absent,anxiety is present. And anxiety is detrimental to achieving a company’s full potential. We just can not be engaged or innovative when we’re afraid. Some subscribe to the notion that fear is a motivator,but what fear does is kill trust — the ultimate demotivator.
How to make more psychological safety:
- Create a bond with workers,and remind them of the value;
- praise them for their performance with specific examples for positive reinforcement;
- keep your people in the loop regarding forthcoming plans and projects,deadlines,and any changes taking place,bad or good;
- give your employees a sense of security by ensuring that their work and status as workers are on solid ground.
When tough problems arise,address the issue right away by meeting with the team in person (if physically possible),or send an email to set people’s expectations. Always pull on the side of hope,strength,perseverance,and compassion. Your job as a leader is to do whatever is required to meet the needs of your people–showing that you value them not just as workers but also as human beings. Lastly,do not leave anyone hanging by heading radio silent.
3. Are you leading with integrity?
| John Wurzburger Leadership |
Allow me to give it to you straight: Your employees are watching your every move as a leader. If you are acting unprofessional or dishonest,they know. And if they know,you have already lost the battle for respect.
Psychologist and best-selling author Henry Cloud wrote the book on why ethics matters and sheds great light on this issue. In Integrity: The Courage to Meet the Demands of Reality,Cloud says,”Who a man is will ultimately determine if their brains,abilities,competencies,energy,effort,deal-making abilities,and opportunities will succeed.”
So,who are you,really? As you learn and adapt to all elements of your integrity,you will eventually arrive at a point where it becomes easier to develop trust,repair a connection after a battle,listen with compassion,and provide critical feedback to build up someone.
How to lead with more ethics:
- Lead by example,be reliable,be plausible,talk with truth;
- raise the bar and hold yourself accountable to a higher standard — one in which your followers will want to emulate;
- follow through on your promises or commitments;
- do the right thing;
- be true to yourself rather than be someone you are not. By being who you are,you do not just trust the judgments and decisions that you make,but others trust you too. They’ll respect you for standing by your values and beliefs.