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Do Great Leaders Follow A Moral Compass?

November 17, 2013 By

I recently read an article written by Frank Bucaro, a regular contributor to a LinkedIn group for Ethics and Compliance Officers. In this article, Frank asked, “How Does One Set A Moral Compass?” (http://www.linkedin.com/groups/How-does-one-set-moral-50939.S.5793914936249827331?view=&gid=50939&type=member&item=5793914936249827331&trk=eml-anet_dig-b_nd-pst_ttle-cn) His question started me thinking about the Great Leaders that I have had the privilege to follow and learn from … and the moral compasses that I believe they used to navigate moral dilemmas and life. I believe that these compasses were aligned with the following points.

  • They knew the difference between right and wrong – I’m not talking about the difference between legal and illegal behavior (although this distinction is certainly important). I’m talking about behaviors that, while technically may be legal, are morally wrong. As my father would ask me, “Just because it is legal to do something, does that mean it’s the right thing to do?”
  • They consider the impact that their actions may have on the lives of others – Great Leaders ask if their decisions, their actions, will improve the lives of those they have the privilege of leading; or, will their actions and decisions harm those around them.
  • They think about how their behavior will impact not only their own reputations but also the reputation of the firm they represent and the reputations of those who follow them – My father used the expression “guilty by association” and Great Leaders understand that, fairly or unfairly, the reputations of both their firms and their followers are tinted (or tainted) by their own behavior and reputation. When they behave morally and ethically, those they represent and those who follow them are perceived to be ethical and moral. When they behave improperly, the firms they represent are perceived to be tolerant of unethical behavior; and, it is anticipated that their followers will follow the example that the unethical leader set.

Great Leaders possess a moral compass and they have it oriented to the “true north” of doing the right things for the right reasons. Think about the Great Leaders that you have known and followed. What were the key points on their moral compasses? Please share those points by commenting here.

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Building a Legacy, Dynamic Leadership, Great Leaders, Integrity, Lead from strength, Lead with Integrity, Leadership, What characterizes good leaders Tagged With: , , , , , , , , , , ,

Why Do People Choose to Follow a Great Leader?

November 11, 2013 By

I recently had an opportunity to tour the Mighty 8th Air Force Museum in Pooler, Georgia. At one stage of the tour, I joined the Mission Experience exhibit. Through the use of lighting, sound, and video, the exhibit creates a simulation of serving as a crew member on board a B-17. The docent in the  exhibit was a 92 year old veteran who served as a ball turret gunner on one of these Flying Fortresses. As he spoke about his experiences, I was struck by his description of their pilot; the leader of the crew.

Our docent told us how the crew captain was also the youngest member of the crew, a 19 year old officer charged with taking his crew members into harm’s way and returning them safely to base. He spoke of how the crew would follow this man anywhere; how they trusted him completely to do what was best for the entire crew.

His story reminded me of another story I’d read about the Marines who raised the flag on Mount Suribachi on Iwo Jima. Their squad leader was a sergeant who told them that if they followed him, he would do all he could to get them home safely.

As I thought about both of these leaders, I was struck by the similarity. Great Leaders genuinely care for those who follow them. Great Leaders do all they can to avoid needlessly putting their followers at risk; and, when putting them at risk is unavoidable, they do all they can to lead them through the experience safely and prevent needless injury. Preventing injury does not refer solely to physical injury, but to mental, emotional, spiritual, and career health as well. Great Leaders protect their followers from being harmed as a result of their choice to follow.

Why do people choose to follow Great Leaders? Because they trust them and know that those Great Leaders will do everything possible to advance them, to promote them, to help them grow, and to do everything possible to shield them from harm.

Have you had the privilege of knowing a Great Leader who exemplified these traits? Click comment and share your story.

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Dynamic Leadership, Great Leaders, Lead from strength, Lead with Integrity, Leadership, What characterizes good leaders Tagged With: , , , ,

Do You Trust Your Team … Really Trust Them?

November 3, 2013 By

A number of articles have recently been written about the difference between leaders and bosses. They all offer valid points of comparison; and yet, I can’t help but feel that they’ve missed a key difference … TRUST.

Managers tend not to trust their associates. They may say that they do but their behavior is not congruent with their words. Let me give you an example by comparison.

Manager A, we’ll call him Andrew, says he trusts his people. He gives them assignments and expects that they’ll get them done. Then, Andrew proceeds to micromanage every detail of the job. He constantly holds meetings and demands updates on progress made. He insists that each part of the job be done exactly as he dictates it will be done and then he wants to hear DETAILED explanations of who is doing what and exactly how each job is being done. He often insists that parts of jobs that have been completed be redone “his way” even if the finished product accomplished what it was meant to do.

Manager B, we’ll call him Ben, also says that he trusts his people. He, too, gives them assignments and expects that the team will get them done. So far, Andrew and Ben sound like they do things the same way. But, it is at this point that their techniques begin to diverge. Ben does not micromanage. He holds his people accountable and, of course, he periodically asks for updates on progress being made. But he does this by asking if his team members are encountering any difficulties that he can help them resolve. He gives his associates the room and the opportunity to be creative and find innovative ways to solve problems and complete components of the assignment.

Which Manager truly trusts his people? Which Manager would you rather work for … or better yet, work with?

Great Leaders trust their people and provide them with the opportunity to innovate and create. When those innovations result in new efficiencies and savings, the Great Leader gives credit to the person(s) who discovered the innovation. If the innovations don’t work, the Great Leader protects the team members that he has the privilege of leading by accepting responsibility for the actions, both good and bad, of the team.

Which person are you? Are you Manager Adam who does not trust his team; or, Great Leader Ben who demonstrates the faith and trust that he has in the team on a daily basis? Click the “COMMENT” button and tell how you show that you truly trust the team that you lead.

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Building a Legacy, Dynamic Leadership, Great Leaders, Lead from strength, Leadership, What characterizes good leaders Tagged With: , , , , ,

What Could Possibly Make an Introverted Relater a Great Leader?

October 28, 2013 By

As much as a Relater Personality is the complete opposite of a Commander Personality (the quintessential “leader” that is on the shelf at type-casting), Relaters can be Great Leaders. What are the skill sets and characteristics that the Relater brings to the leadership table that make this personality an ideal fit in some circumstances?

  • Team and Consensus Builder – I recently read an article that was premised on the idea of being the new manager/leader who has to follow in the footsteps of a really BAD leader; one who used and abused his team. My first thought was that the ideal candidate for this position could well be a Relater. Relaters are all about creating and maintaining harmony. They take the time to build a team. They value everyone’s input and strive to build a consensus that all team members can support. How do they do this? They begin by being a …
  • Good Listener – In the article referenced above, it was understood that all members of the existing “team” KNEW that they were dysfunctional and they all had ideas about how they had become that way and what was needed to remedy the problem. The ideal candidate to turn this dysfunctional team into a smoothly operating production machine is someone who will take the time to listen to what the team members feel is needed; and, who will implement the best ideas, giving credit to those who contribute to the turn around. These are behaviors that Relaters excel at. They are …
  • Patient and Supportive – Change seldom happens “overnight”. Change, especially radical change, takes time and require encouragement. Again, Relaters understand this and will give the team time to adopt new systems and new thought processes, encouraging and supporting the people who make it happen.
  • Thoughtful – Once again, we need to recognize that Relaters, as introverted personality types, need to have their alone time to recharge their batteries; to re-energize themselves. Great Leaders who are Relaters and who use their alone time to consider their team and the situation in which it finds itself can find the opportunities that are available to the team and can develop strategies for turning dreams into realities.
  • Empathy – Relaters have tremendous empathy for others and can relate to the needs of other people. They are able to see themselves in another person’s shoes. A former neighbor, a Relater personality, worked in the construction industry. A job that he was supervising was slightly behind schedule and the client needed to obtain the certificate of occupancy (C.O.) on the coming Monday morning. There were no extensions to be had. Recognizing that his crew had been working hard and would not be excited at the prospect of working on Saturday to finish the job on time, this man did not begin by telling the crew that they would have to work on Saturday. Instead, he began by telling everyone how much he appreciated all that they had done to get the job this far; and, how proud he was of the quality of their work. He then made the statement that the final inspection for the C.O. was scheduled for Monday and that he planned to be on site at 7:30 on Saturday morning to make sure everything was done.  He then asked who would join him at 8:00 … that he’d provide the coffee and donuts. Needless to say, he had a full crew with him on Saturday, the job was finished on time, and the inspection was completed without a hitch.

Relaters have a real knack for building teams that work together … a skill that every Great Leader would love to have. Do you have an example of how a leader that you know has exercised Relater skills to build a great team. Click the COMMENT button and share it here.

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Dynamic Leadership, Great Leaders, How personality type impacts leadership, Lead from strength, Leadership, Personality types, What characterizes good leaders Tagged With: , , , , , , ,

Is the Number of People You Lead Important?

October 20, 2013 By

I recently had the privilege of presenting an all day workshop on leadership and the art of converting people who are considered hard to work with into allies. In the course of the day, one of the participants asked the question, “Is the number of people that you lead important?” As we discussed this question, it became evident that the thought behind the question involved this participant comparing himself to world leaders and wondering how he could have the same impact on the world as someone who leads millions of individuals.

On the surface, it would appear that someone leading millions would clearly have a greater impact on the world than an individual leading one person or a dozen people; on the surface. But let’s dig a little deeper.

Great Leaders recognize that leading, in and of itself, influences those who follow. Whether it’s a single follower or a million followers, the potential is there to change the world.

Consider a small pebble dropped into a pond. It generates ripples that expand out into the pond and continue on to the shoreline where they meet the resistance of land and rebound back toward the center of the pond. In and of itself, this sounds like it is no big deal that has little, if any, impact on the world around it. But, if that small ripple dislodges a small rock and weakens an earthen work dam which ultimately collapses sending a torrential flood downriver, how insignificant was that pebble that fell into the pond?

Regardless if they lead one or millions, Great Leaders give their very best and lead their followers toward the best knowing that the lessons that they teach, the examples that they provide, today will impact generations to come by of the changes that they make in the lives of their followers today. Has a Great Leader changed your life; or, have you, by your leadership, changed the life of another? Comment here to share your story.

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Dynamic Leadership, Great Leaders, Lead from strength, Leadership, What characterizes good leaders Tagged With: , , , , ,

DO GREAT LEADERS PAINT THEMSELVES INTO INESCAPABLE CORNERS?

October 13, 2013 By

This is an open letter to those who would call themselves “leaders”.

It’s time to look at how current leadership strategies are working. All too often, we hear those who would call themselves “leaders” stating that they will not negotiate; that proposals from those who hold different views are “dead on arrival”; that differences must be resolved “my way or the highway”. In the vernacular of personality assessments, these behaviors are examples of negative personality styles wherein …

  • the Negative Commander declares that “it’s my way or the highway” and that the only acceptable behavior is conformity with exactly what he/she declares;
  • the Negative Organizer seeks refuge in the unbending adherence to perfect detail; the perfect dotting of the i’s and the perfectly balanced crossing of the t’s;
  • the Negative Relater stops seeking consensus so that “we can all get along” and takes on a martyr mentality that we are not worthy of solutions;
  • the Negative Entertainer ceases caring about making life good for everyone around him/her and begins believing that he/she must be the focal point of everyone’s attention and adoration.

These negative leadership styles are not working!  It’s time to try something else. To provide a historical example of finding workable solutions that benefit everyone …

In 1787, the Founding Fathers found themselves at a crossroads while writing the Constitution. The question centered on the nature of the legislative branch of the government.

Large states favored proportional representation wherein each state would have representation based on population; i.e., one representative for each xx number of people. This was a key component of what was referred to as the “Virginia Plan” and would give large, more populous states, more representatives than would be given to small states. Small, less populated, states feared that this form of legislature would make their opinions and wishes irrelevant; that the large states could overwhelm their smaller representation and do only what was in the interests of the large states.

Conversely, small states endorsed a legislature that would provide each state with the same number of representatives so that each state would carry the same weight in any vote; essentially, one state, one vote. This was a key component of the “New Jersey Plan” that would have kept the Articles of Confederation in place.

After a period of extended debate, Roger Sherman and Oliver Ellsworth … both representatives from Connecticut … offered a compromise solution. Combining both proposals, their compromise created a bicameral legislative branch; a Congress with two houses. One chamber, the House of Representatives would have a membership based on population; the Virginia Plan’s one representative for each xx number of people. The second chamber, the Senate, would give equal representation to each state; the New Jersey Plan’s “one state, one vote”. In proposing this compromise solution, these men demonstrated true leadership … they actively sought and found a solution that was in the best interest of the country and that the majority of the representatives could support.

Great Leaders not only talk the talk of wanting to do what is best for the nation, they work together to find solutions that accomplish the goal of doing what is right and what is best for the country. Great Leaders recognize that when they find themselves in a hole, it’s best to stop digging deeper and start digging out of the hole; to find common ground that can lead to solutions based on a consensus of what is best for the majority. Great Leaders understand that, in the immortal words of Star Trek’s Mr. Spock, “The needs of the many (the nation) outweigh the needs of the few.”

As stated above, negative leadership styles are not working!  It’s time to try something else. It’s time to seek out and find compromises that, while not giving everyone everything that they want, offer solutions that most can accept as being in the best interests of the nation. Set aside the negative leadership behaviors. It’s time to become true leaders; Great Leaders, who act in the best interests of those that they have been given the privilege of leading.

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Building a Legacy, Dynamic Leadership, Great Leaders, How personality type impacts leadership, Integrity, Lead from strength, Lead with Integrity, Leadership, Personality Assessment, Personality types, What characterizes good leaders Tagged With: , , , , , , , ,

What Could Possibly Make an Introverted Organizer a Great Leader?

October 6, 2013 By

Organizers can be Great Leaders. Don’t believe me? Let’s take a look at a few of the characteristics and skills that the Organizer brings to the leadership table.

  • Analytical – Organizers who use their “alone time” to examine situations often see opportunities where others see only problems, obstacles, limitations, and dead ends. Given sufficient examination, these impediments can be turned into motivations and opportunities. The analytical Organizer finds the opportunity to do what “they” say can’t be done.
  • Detail Oriented – There is an old saying that “the devil is in the details” and here is where the Organizer shines. While the Commander does not want to be bothered with the details, preferring the “big picture”; and, while the Entertainer may not always recognize that there ARE details (as an Entertainer myself, I feel I can safely make this observation), the Organizer identifies the key elements that must be included if a project is to succeed and then makes sure that someone is responsible for ensuring that they are attended to.
  • Focused – While Organizers are extraordinarily attentive to details, they still are able to “keep their eyes on the prize”. They make sure that the details are attended to because they see how those details contribute to the ultimate success of the team and the project.
  • Consistent and Fair – Teams seem to function best when all members know what is expected of them and what each member will be contributing. Organizers, being detail oriented and having systems and processes in place to ensure that those details are attended to, tend to make certain that the processes and procedures ensure that things are done the same way each time and that the standards are consistently applied. Ultimately, fairness means that the same standards are applied, consistently, to every member of the team.
  • Perseverance – The value and importance of some projects is always readily apparent to others. When a Great Leader knows that he or she has a good idea, perseverance is a key component required for the ultimate adoption of that idea. While others may give the idea a passing glance, the Organizer sees the value and persists in presenting that value to the audience and will not give up.

Organizer personalities can be Great Leaders … they bring vital traits and skills to the leadership table. If you think about the truly great leaders you have known and admired, there is probably at least one Organizer on your list. Click the “Comment” button and share your story about that Organizer Leader here.

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Dynamic Leadership, Great Leaders, How personality type impacts leadership, Lead from strength, Lead with Integrity, Leadership, Personal Coaching, Personality Assessment, Personality types, What characterizes good leaders Tagged With: , , , , , ,

What Do You Mean, Introverts Can Be Leaders?

September 30, 2013 By

Hello, type casting? I’d like to order a leader … you know, someone who is outgoing, a back-slapper, a hail good fellow well met type of person; a “take charge” guy or gal. That’s what leaders look like, isn’t it? Or is it?

COREMAP tells us that there are four personality types; Commanders, Organizers, Relaters, and Entertainers. Commanders and Entertainers are extroverts … outgoing; never saw a stranger, only a friend as yet unmet. Organizers and Relaters tend to be introverts who value their “alone” time; who are happy to be in the back of the room observing rather than at the front of the crowd drawing attention to themselves.

Call type casting for a leader and the odds are that they will send over a Commander or an Entertainer; usually the former. But, Organizers and Relaters can be Great Leaders because of the talents and skills that they bring to the table. Consider …

  • Organizers and Relaters use their alone time to re-energize themselves; and, this often includes taking time to bring clarity to their motives and values. By using their alone time to determine what truly motivates and excites them; what actions they will take in the pursuit of their goals (as well as what actions they will NOT take because those actions would violate their own personal code of ethical conduct), these introverted personalities are able to clearly set a course that they can explain to their followers and the vision that they have for the future … a vision that their team members can see and choose to be a part of.
  • While Organizers and Relaters may shun the limelight, they are often at their very best in one-on-one conversations. They use these personal conversations to convey their core message; their core values; their vision as they personalize the conversation to the individual needs of their listeners.
  • As people who choose to avoid the spotlight, introverts can be more observant of the actions of others. Organizers and Relaters watch what others say and do. They are able to see and hear those who quietly have an impact on the thoughts and actions of others. They are adept at drawing those quiet leaders into the conversation; and, they allow those people to guide the thoughts and actions of others. Equally important, they are able to identify those things that they want to change and improve … both in their environment and in themselves.

Hello, type-casting? I need a leader. Let’s not limit ourselves to the usual suspects. Great Leaders come in from all personality types and each personality type brings very specific and valuable skills to the leadership table. Let’s find the candidate who brings the needed skills to the role.

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Dynamic Leadership, Great Leaders, How personality type impacts leadership, Integrity, Lead from strength, Lead with Integrity, Leadership, Personality Assessment, Personality types, What characterizes good leaders Tagged With: , , , , , , ,

Do As I Do, Not As I Say

September 22, 2013 By

Recently, I’ve been following a group discussion about how organizations can reduce the likelihood of someone within their team or organization engaging in unethical behaviors. Interestingly … but not surprisingly … the consensus seems to be that ethical behavior starts at the top of the organization when it is modeled by the leaders of that organization. Great Leaders recognize that their behavior speaks so much louder than their words. Consequently, they keep these points in mind at all times and allow these points of ethical behavior to guide them in all that they do.

  • Remember … wherever you are and whatever you do, you represent your company, your team, and yourself. People will see you and how you deport yourself. They will remember. They will make the logical assumption that what you did is a clear indication of who you are and what you stand for. As an example, I once knew a young man who was a teacher. He made the careless assumption that what he did outside of school hours would neither be noticed nor remembered by his students. One weekend, he went to a flea market wearing a t-shirt with a rather risqué saying on it. He saw no problem with that since he was “an adult” and could do as he pleased. On Monday, one of his students stated that he’d seen the teacher and quoted the saying on the t-shirt. Then, the student shocked the teacher by asking, “How can you tell us in class that we should respect others when that t-shirt tells us that you do not respect the people it makes fun of?” This teacher had forgotten the reality that EVERYTHNG he did, wherever he went, told others his values and his beliefs.
  • If you expect others to maintain confidences, you must maintain them yourself. All leaders, Great Leaders and not-so-great-leaders see and hear things that should not be repeated. The difference is that not-so-great-leaders see these things as fodder for gossip and opportunities to get a laugh by making someone the object of a joke. Great Leaders adhere to the old adage that “What you see here, say here, and hear here must stay here.” They don’t repeat things that were said in confidence and they don’t turn the misfortunes of others into punch lines.
  • If you expect that others respect you as a person, you must demonstrate that you respect other people. Great Leaders understand that respect cannot be demanded nor can it be expected by virtue of the title on one’s door. It must be earned; and, one of the best ways to earn respect is to show it. An actual case witnessed by someone that I consider to be a Great Leader should serve to illustrate this point. The owner of a company expected his employees to respect him. He felt that it was his due. However, he regaled his employees daily with tales of his wife’s ineptitude and what he considered to be her lack of common sense. Rather than finding these stories humorous, his employees could not believe the disrespect that he showed for his spouse and wondered aloud how he talked about them when they weren’t around.

Great Leaders set the example that they want others to emulate. Be it their professionalism, their work ethic, their compassion and understanding for others, Great Leaders model the behavior that they expect of others. They know that actions speak far louder than words and they make sure that their actions set the standard for others to live up to.

What actions have you witnessed by a Great Leader who sets the standard for others to live up to; or, by not-so-great-leaders who lower the bar to the lowest common denominator? Click the comment button and share your experiences here.

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Dynamic Leadership, Great Leaders, Integrity, Lead from strength, Leadership, Uncategorized Tagged With: , , , , , ,

Do As I Do, Not As I Say

September 8, 2013 By

Recently, I’ve been following a group discussion about how organizations can reduce the likelihood of someone within their team or organization engaging in unethical behaviors. Interestingly … but not surprisingly … the consensus seems to be that ethical behavior starts at the top of the organization when it is modeled by the leaders of that organization. Great Leaders recognize that their behavior speaks so much louder than their words. Consequently, they keep these points in mind at all times and allow these points of ethical behavior to guide them in all that they do.

  • Remember … wherever you are and whatever you do, you represent your company, your team, and yourself. People will see you and how you deport yourself. They will remember. They will make the logical assumption that what you did is a clear indication of who you are and what you stand for. As an example, I once knew a young man who was a teacher. He made the careless assumption that what he did outside of school hours would neither be noticed nor remembered by his students. One weekend, he went to a flea market wearing a t-shirt with a rather risqué saying on it. He saw no problem with that since he was “an adult” and could do as he pleased. On Monday, one of his students stated that he’d seen the teacher and quoted the saying on the t-shirt. Then, the student shocked the teacher by asking, “How can you tell us in class that we should respect others when that t-shirt tells us that you do not respect the people it makes fun of?” This teacher had forgotten the reality that EVERYTHNG he did, wherever he went, told others his values and his beliefs.
  • If you expect others to maintain confidences, you must maintain them yourself. All leaders, Great Leaders and not-so-great-leaders see and hear things that should not be repeated. The difference is that not-so-great-leaders see these things as fodder for gossip and opportunities to get a laugh by making someone the object of a joke. Great Leaders adhere to the old adage that “What you see here, say here, and hear here must stay here.” They don’t repeat things that were said in confidence and they don’t turn the misfortunes of others into punch lines.
  • If you expect that others respect you as a person, you must demonstrate that you respect other people. Great Leaders understand that respect cannot be demanded nor can it be expected by virtue of the title on one’s door. It must be earned; and, one of the best ways to earn respect is to show it. An actual case witnessed by someone that I consider to be a Great Leader should serve to illustrate this point. The owner of a company expected his employees to respect him. He felt that it was his due. However, he regaled his employees daily with tales of his wife’s ineptitude and what he considered to be her lack of common sense. Rather than finding these stories humorous, his employees could not believe the disrespect that he showed for his spouse and wondered aloud how he talked about them when they weren’t around.

Great Leaders set the example that they want others to emulate. Be it their professionalism, their work ethic, their compassion and understanding for others, Great Leaders model the behavior that they expect of others. They know that actions speak far louder than words and they make sure that their actions set the standard for others to live up to.

What actions have you witnessed by a Great Leader who sets the standard for others to live up to; or, by not-so-great-leaders who lower the bar to the lowest common denominator? Click the comment button and share your experiences here.

Tom Hoisington is a speaker, trainer, and author whose goal is to provide leaders and potential leaders with tools that empower them to build teams that are creative and cost effective along with a clearer understanding of how personality types interact within those teams. He can be contacted at tom.hoisington@eagleoneresources.com

Filed Under: Dynamic Leadership, Great Leaders, Lead from strength, Lead with Integrity, Leadership, What characterizes good leaders Tagged With: , , , , ,
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