Leaders With Good Instincts
In personal interviews with World War II veterans, I learned a valuable lesson that most certainly applies to the world of business. If you just leave soldiers alone on the battlefield, they take the initiative and listen to their gut. They become leaders.
On the battlefield, uncertainty is common and fear is prevalent. The same is true in the workplace. Economic upheavals, downsizing, layoffs, and even mergers create a sense of uncertainty and often leave employees scrambling in fear. Employees worry about the possibility of being shifted to unfamiliar tasks, being transferred to different divisions, and wonder if their job could be eliminated. Mix those fears with new managers, the need for updated skills, increased work load, and longer hours- you have a recipe for stressed employees. However, you also have the foundation for the development of strong, decisive leaders.
On the battlefield Geoffrey Regan says, “Fear… must be channeled so its control becomes the first step in becoming an efficient soldier.”[i] The same can be said for your employees. To help manage fear, it is important to continually clear up any confusion. The best trained leaders recognize their employees’ limits and motivations while remaining strategically proficient. It is about setting the correct example and by providing as much information as possible to reduce fear and anxiety. When information is withheld, panic ensues. You must build and develop trust horizontally and vertically in order for your staff to work together as a cohesive unit when times are tough. In doing so, your staff begins to feel invested and that opens the door to the rise of new leaders.
In your search for future leaders look for the following qualities:
Accept and take responsibility: We all make mistakes. However, very few people are able to admit to them. True leaders step up and admit when they have made a mistake. They will work to rectify the error quickly and efficiently to ensure the prevention of future ramifications.
Request help: Leaders do not hesitate to ask for help when they are unsure of what to do or if they feel they do not understand an objective.
Making critical decisions: Good leaders will develop a course of action and will not hesitate when making a decision. They know that hesitation is a sign of weakness and sends a message of uncertainty to the entire team.
Communication: Leaders never leave things up in the air for interpretation. They are generally transparent in their motives, actions, and words so everyone understands the situation. In addition, leaders actively listen to recommendations and concerns from their team. They also give feedback at each step of a project to ensure success.
Reads the signs: Strong leaders are quick to read body language and do not wait for a cry for help before offering support to a team member.
Setting the right example: Good leaders do not delegate a job, or a process, that they wouldn’t do themselves.
Confidence: Leaders who know they can achieve something and trust their gut usually go for it and find success.
Rational thought process: Leaders use a series of actionable, repeatable steps that can be performed to accomplish a desired goal. Most of their decisions are made by relying on knowledge, past experiences, research and some strategic thinking. They have the ability to dismiss those things they can’t control and focus on the things they can.
Recognition: The best leaders know that positive reinforcement is most powerful tool in their arsenal. They frequently point out accomplishments of members of the team and offer praise directly.
By taking a step back and allowing your employees to take the initiative, you increase your effectiveness, while developing their confidence, leadership, and work skills. The person who trusts his or her instincts on a battlefield or in the workplace has an uncommon self-assurance that allows this person to step up in any given crises and shine. This action oriented leader knows the place where they lead, knows the people they lead, and consistently assumes the responsibilities to lead. These leaders are lifelong learners who seek to continually improve and more often than not, become successful.
[i] Geoffrey Regan, Fight or Flight (New York: Avon Books, 1996).