The pages of history are full of great leaders, from Winston Churchill to Nelson Mandela and Steve Jobs. They all have their own key strengths – some relied on charm and charisma, some on their skill at strategy and others on belief and strength of will alone. Whether you’re leading an army, a movement, or a small business, there are lessons to be learned from the leaders that went before. Follow these and you’ll find you’re leading a happy and motivated team, retaining your best employees and ensure your business goes from strength to strength.
Build relationships
Business, at its heart, is all about relationships – between you and your clients and suppliers, but also between you and your team. Che Guevara started a revolution after he witnessed the struggles of his countrymen while on a cross-country bike ride and it was his compassion, charisma and communication skills that earned him so many devoted followers.
Fostering good relationships is incredibly important, and communication is key. How often are you carving out time to step back and make sure they’re running smoothly? Why not take aside each of your employees once every two weeks or once a month for a 30-minute chat? Use this time to chat about what they’re doing at work, what they are enjoying, what they are struggling with and what they would change, given the chance.
Group outings for the whole team can also improve morale and the office culture. Arrange an extended lunch at a local restaurant, a coffee and cake morning, or after work drinks. These will all help to get people away from their desks and talking to each other about things other than work.
Be the energy you want to see
One of the toughest parts of being a boss is keeping a stiff upper lip when times are tough and you’re worried about how your business is running. But when you’re responsible for leading and motivating a team, finding the silver lining is essential. Your glum mood can rub off on those around you.
When you’re worried about work, it’s time to channel Winston Churchill and remember to “keep calm and carry on”. If, for example, you’ve just had a negative phone call, try and take some time out to collect your thoughts and composure before you walk back out into the office. You may not be aware but your anxiety can be detected and have an effect on your team. Or if there’s a job coming up that you know will be difficult or unpleasant, make sure you don’t set your team’s expectations low. Be honest about the difficulties, but emphasise the good points and have a plan of action for how you’re going to tackle it. As Napoleon said, “A leader is a dealer in hope.”
Have a dream
Martin Luther King was a powerful orator and community leader, and one of the things that made him a great leader was the strength and conviction of his dream – his ideal vision of the world – that he was able to describe so eloquently. Leaders of today can learn from this by clearly setting out what success looks like.
One of the biggest motivators at work is knowing you’re doing a job well. But to do that, you need to know what great looks like. It’s important to set clear and formal goals – both for your business and your employees. Make sure the goals you set are SMART: specific, measureable, achievable, realistic and time-bound. Set these goals and ensure they are reviewed on a regular basis – the more regular the better but most companies will do this once every six to 12 months. This can also be used as a way to decide when to offer pay rises and promotions.
Recognise your team’s strengths
Bill Gates said: “As we look ahead into the next century, leaders will be those who empower others,” and this is true in every business. The secret of being a great boss is finding that balance between sharing your own wisdom and experience with your team, and allowing them to bring their own unique talents and experiences to the table to add value to your business. Err too far to one side and you will stifle creativity and expression, and end up micromanaging. Too far the other way, and your team members may lack direction, support and purpose.
To get the balance right, try following the I LED model – that is, ideal, locate, explore and do. When a new task needs to be undertaken, sit down with your team and set out what the ideal outcome would be, so they know what they are working towards. Then assign team members based on their strengths. Use this time to also explore what skills and experience might be missing from the team – this is where you might need to provide coaching to ensure they have all the tools they need to complete the job. And then step back and let them do it. Supervise their progress with regular check ins, but make sure you’re not hovering or suffocating the team’sfreedom to work in the way that best works for them.
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