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Leaders need personal

capability

The second critical tent pole of leadership is the personal capability the leader possesses.

These personal capabilities are not skills that would typically be described as leadership

skills, yet our research proves they must be in place for any individual to be perceived as a

strong leader. Here are some of these individual capabilities:

?

Technical

knowledge.

The

best

leaders

have

at

least

a

working

knowledge

of

the

technological side of the business.

?

Product

knowledge.

Great

leaders

need

a

thorough

understanding

of

what

the

organization produces and why it is superior to competitive products.

?

Problem analysis and problem-solving skills. These skills include the ability to define

problems,

analyze

them,

and

come

up

with

solid

recommendations

for

resolving

complex issues.

?

Professional skills. Excellent leaders must be able to write intelligently and concisely,

make compelling presentations, organize their work efficiently, monitor progress, and

work without close supervision.

?

Innovation. This refers to a leader's ability to have a fresh outlook in approaching a

problem, to shake loose from old methods, and see new possibilities.

?

Initiative.

The

best

leaders

see

if

something

is

falling

between

the

cracks

and

immediately step in to make certain it is handled.

?

Effective

use

of

information

technology.

Great

leaders

set

an

example

in

the

consistent

use

of

e-mail,

powerful

software

applications,

and

any

technology

that

escalates performance.

Career

experts,

Gene

Dalton

and

Paul

Thompson,

explain

that

the

most

successful

leaders progress through a series of four career stages, which cannot be skipped. Stage

one is the time when individuals must prove they can learn the business and develop a

solid foundation of technical expertise. In stage two, individuals continue to build technical

skills

and

become

independent

contributors.

By

stage

three,

they

become

wentors-developing

the

careers

and

expertise

of

others.

In

stage

four,

they

become

organizational visionaries

—

leading the organization in new directions.

Too often, leaders reach a position they've been seeking and start to coast

—

believing the

learning phase of their career is over. They assume that there is a time for learning and a

time for execution, and they are done learning. The best leaders never quit learning.

Here are some techniques to maximize your personal capability:

Understand the technology:

Employees can see through attempts to cover up your

lack of knowledge. Get up to speed by asking questions. Be willing to admit what you

don't know.

Perfect professional Skills:

Managers can't manage unless they can communicate.

Try new things:

Great managers innovate and take initiative. They think outside the

box and don't hesitate to experiment.

—

John H. Zenger and Joseph Folkman

Focus on results

Leadership

is

ultimately

about

producing

results.

This

is

the

third

leadership

tent

pole.

Leaders

can

have

talent

and

character,

but

unless

they

produce

sustained,

impressive

results for their organization, they simply are not good leaders.

One study of 1000 managers showed that the best managers translate ideas into action.

They push to take the next step forward by bringing energy, enthusiasm, and urgency to

their role. They continually look for ways to improve. These leaders are in the driver's seat,

with

a

foot

on

the

accelerato r

—

pressed

to

the

floorboard

most

of

the

time.

How

do

leaders

focus

on

results?

Extraordinary

leaders

do

the

following:

?

?

?

?

?

?

Establish stretch goals for their people.

Take personal responsibility for the outcomes of the group.

Provide ongoing feedback and coaching to their people.

Set lofty targets for the group to achieve.

Personally sponsor an initiative or action.

Initiate new programs, projects, processes, client relationships, or technology.

?

Focus on organization goals and ensure that they are translated into actions by their

department.

?

?

?

Operate with speed and intensity; accelerate the pace of the group.

Champion the cause of the customer.

Balance long-term and short-term objectives.

The

best

leaders

get

things

accomplished,

even

under

duress.

They

choose

the

right

goals and follow through.

These are some ways to bring about results:

Know

What

the

organization

expects:

Ask,

does

the

organization

expect

from my department?

Stay

fOCUSed

On

long-ternr

results:

We've

all

seen

executives

who

can

make

earnings soar

—

temporarily. Extraordinary leaders resist the urge to sacrifice long-term

for short-term results. They keep the welfare of the organization ahead of their own

personal agendas.

Take action:

Extraordinary leaders wake up in the morning with a plan and put it into

effect.

They

don't

always

wait

for

permission

before

moving

ahead.

Instead,

they

simply try new things.

—

David Ulrich, Jack Zenger, and Norm Smallwood

Cultivate interpersonal skills

The fourth essential tent pole of leadership is interpersonal skills. Along with the central

tent pole representing character, it probably holds the most canvas. This leadership skill

has become more important over time, especially since the demise of the

control

the most difference in whether leaders are considered extraordinary.

To develop strong interpersonal skills, leaders must do the following:

Communicate

powerfully

and

prolifically.

Extraordinary

leaders

don't

hoard

new

insights. They tell people! These leaders give their work group a sense of direction

and purpose. They help people understand how their work contributes to the goals of

the organization. They err on the side of telling people too much.

Inspire others to high performance.

Great leaders energize people to go the extra

mile. They set stretch goals that motivate people to accomplish more than they think

is possible.

Build

trust.

Superstar

leaders

act

so

that

others

trust

them.

They

balance

their

concern for productivity and results with sensitivity to employees' needs and problems.

When

conflicts

arise,

they

deal

with

employees'

feelings

as

well

as

the

technical

aspects of the issue. They stay approachable.

Develop

others.

The

most

remarkable

leaders

support

others'

growth

by

giving

honest

and

constructive

feedback,

balancing

correc

tive

with

positive

evaluations.

They stay tuned to what is happening in employees' careers. They let others grow,

even if it means letting them leave the department.

Collaborate

and

develop

strong

teams.

Excellent

leaders

know

not

to

insulate

themselves from other team members and departments. They keep in touch, so that

cooperative

urges

beat

out

competitive

urges.

They

cultivatetheir

team

members'

ability to work with diverse people.

Some key points for mastering people skills include:

Involve Others in communication:

One of the best ways to communicate is to get

others to communicate! Interestingly, the worst communicators focus solely on getting

their message across. The best communicators check people's reactions and get their

ideas.

Train everyone to be a leader:

These days, leadership often gets passed around in

a group. The person with the loftiest title and supposed power is no longer the one

with all the answers. Believe that others are capable of great accomplishments and

then watch them follow through.

TO

develop

Others,

develop

yourself:

The

best

leaders

create

space

for

their

employees to move up from below by raising their own performance. Their efforts not

only set the example, but also blaze a clear path for others to follow.

make them worse, but if we treat them

as they ought to be, we help them

become what they are capable of

becoming.

—

Johann Wolfgang von Goethe

Lead organizational change

The ability to lead organizational change is the fifth tent pole of extraordinary leadership.

The best leaders inspire people to rally around a change, while poor leaders have to push,

cajole, or even threaten employees to accept change. A turbulent business environment

puts leaders to the test: excellent leaders can turn a significant change into a pleasant

journey, while poorly led change might be better described as a

most

organizations

today

in

a

constant

state

of

change

—

from

dramatic

growth

to

downsizing and restructuring

—

leaders must be able to skillfully shepherd organizations in

new strategic directions.

We're

not

talking

about

slight

tactical

shifts

in

current

management

processes

or

procedures.

Caretaker

managers

can

keep

things

going

on

a

steady

path.

But

if

the

organization is to rise to a significantly higher level of performance, extraordinary leaders

must

be

able

to

sense

the

direction

of

the

market

and

alter

the

fundamental

business

model.

They

must

be

able

to

envision

and

create

a

new

organization

culture.

How do extraordinary leaders approach this task? The challenge in accomplishing change

is

not

only

to

provide

strong

direction,

but

also

to

get

people

involved

in

making

the

change work. The most effective leaders are able to strike a balance between directing

change and involving others.

Leaders with strong directing tendencies are often prepared with well- organized plans that

they communicate clearly. They maintain control, but sometimes end up with employees

feeling

that

changes

are

being

done

to

them

but

not

with

them.

The

end

result

is

that

employees resist change and start to distrust management.

On the other hand, leaders who favor involving others in change sometimes fail to provide

enough direction, leaving employees confused about their roles and what they need to do

to keep the change moving forward. Sometimes leaders who tend toward involving others

are simply unwilling to take risks or make tough decisions.

Our

research

shows

clearly

that

both

sets

of

behaviors

are

necessary

for

a

leader

to

manage

change

effectively.

Leaders

need

to

help

their

people

understand

the

specific

details of the change and also help them feel involved so they will feel committed to the

change.

Leading organizational change requires that you:

Create the Overarching Vision:

Using your knowledge of the external environment,

determine

which

trends

to

pursue

and

which

to

ignore.

Stay

involved

in

critical

decisions. Use your influence to shape their outcome.

Translate the vision into specific objectives:

In order to make the strategic vision

happen,

break

it

down

to

the

level

of

specific

tasks

and

expectations

for

individual

workers.

It

is

up

to

you

to

determine

how

resources

will

be

allocated.

You

must

establish the norms that will shape the culture.

Balance the need for direction with the need to involve others:

Build support for

your vision by getting people on board.

—

Unknown