Some names that come to mind when considering exceptional leaders include Steve Jobs, Kamala Harris, Elon Musk, Sheryl Sandberg, and Ariana Huffington. You can't help but wonder: What set them apart?
Is there a formula for producing successful leaders? Or is it possible that these leaders are the rarest of outliers, so exceptional as to be regarded as being outside the realm of mortality? The truth is that anyone can develop into a great leader with the correct guidance, inspiration, and values. Many outstanding leaders were once common people who had to develop their leadership skills.
We'll demonstrate how to begin studying how to become a good leader in order to assist you in developing your leadership abilities. And the question at the center of it all is what distinguishes a decent leader from a great leader?
To address a widespread misunderstanding about leaders and managers, we must first respond to this question. What's the distinction? "Manager" is a title, a position in the organizational structure. It's a top-down strategy as opposed to a bottom-up management strategy. But what does a leader actually do? Lead, naturally.
Although not all managers are leaders, all managers are in some way managers. People can pick who to follow, even though they can't always choose their management. Therefore, realizing that leadership is more than simply a job description is the first step to being a great leader. You can then decide to be someone worth following consciously. You need to have excellent emotional intelligence to be an effective leader. "Leaders are frequently so concerned with their status and their position at the organization that they actually forget their real job," Simon Sinek famously stated. Furthermore, being in charge isn't the primary responsibility of a leader. It involves looking out for those who are under our care. So some of the characteristics of becoming a leader include:
- BEGIN INTERNALLY.
Excellent leaders are always self-managing. Knowing yourself is the first step to managing yourself. Great leaders are aware of their own drives and the areas where they have the most room for improvement. Understanding your skills and shortcomings is a wonderful place to start. To find out how you work best and where you can contribute the most, start by conducting a self-audit. How does one learn? How do you convey information? Do you communicate through doing, writing, or listening? Which type of group—small or large—works best for you? Tension or cohesion?
Then, request assistance from some of your classmates. Several good inquiries are: What do I do well? What do you have to rely on me for? What am I the world expert in? What weaknesses do I have? What is it that you can't rely on me for? You can determine the leadership style that best suits your personality by finding the answers to these questions.
- LOCATE A MENTOR. I once heard my granny say, "To grow wise, you must learn from other people's experiences." Keep in mind that you can always improve. Find someone who has greater experience in your profession and has already conquered the obstacles you are now facing. The "shortcut" to success is unquestionably getting a mentor or coach. Additionally, receiving mentoring will educate you how to mentor people you lead as well.
- SET A DISTINCT PRIORITY. PEOPLE DON'T ALWAYS STICK WITH A PERSON. Many people are on a mission. According to coach and BetterUp author Sarah Greenberg: "The best course of action is to ensure that your organization's actions genuinely do match with a bigger, worthwhile aim in order to support a strong feeling of purpose in your staff. Second, provide your team members the chance to engage in self directed, intrinsically motivated connections with a larger cause than themselves. You need a specific, actionable goal that is worthwhile pursuing if you want to lead others. Therefore, the first step to becoming a good leader is to identify your primary objective or priority. Remember that I said "priority" and not "priorities. "The fact is that we can't have several priorities, particularly if you're in a position of leadership. Southwest Airlines, for instance, is referred to as "the low fare airline." Herb Kelleher, co-founder and CEO of Southwest Airlines, was once asked for his advice on running a successful company. We are the low-cost airline, he replied. You can decide anything regarding the future of the organization once you realize this, just like I can. Later, he added: Let's imagine a member of the marketing team informs you that, according to studies, travelers would enjoy a chicken salad throughout their journey. What would your response be? Kelleher responded in the absence of a response: Will a chicken salad help us become the low-cost airline? We won't be putting out any damn chicken salad if it doesn't. Employees of Southwest Airlines are capable of making decisions since they are aware of the company's top priority: being the low-cost airline. You need to set and communicate a clear priority if you want to create a successful team.
PUT YOUR HANDS IN MUD.
The lubricant that reduces friction on a team is humility. Additionally, "getting your hands dirty" is one of the best methods to maintain humility. Set a good example. Never ask a worker to perform a task that you wouldn't complete yourself. Be willing to accept your mistakes, listen to other people's views, and help people before you ask for a favor.
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