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Leadership and Character

Character is an incredibly crucial value for anyone in a leadership position.   As we’re seeing often, political, business and religious leaders still fall so publicly. The leadership crisis that has enveloped the UK Government currently, is leading to domestic repercussions as well as worldwide repercussions.

As a leader, you don’t operate in a vacuum. You influence many others, and when you fall, they feel the repercussions. When a big oak tree falls, it takes the little trees with it.

There may not be a playbook for various crisis’s , but there certainly is one for leaders facing disasters.

Get to the scene as soon as possible, empathise with the victims and announce something bold to position yourself as being decisive and in charge.

And then use the acronym T.E.A.C.H.:

  • Time – take the time required to discover the real issue.
  • Exposure – find out how others have solved similar problems.
  • Assistance – don’t do it all alone, let others help you.
  • Creativity – brainstorm numerous solutions.
  • Hit it – execute the best solution.

One leadership expert writes: ‘One of the best things you can do for people – which also attrac Reagan on Leadership ts them to you – is to expect the best of them. I call it putting a “10” on everyone’s head. It helps others think more highly of themselves, and at the same time it also helps you.’

A survey of one hundred self-made multi-millionaires showed only one common denominator. These highly successful men and women routinely looked for the best in people.

Conversely insecure leaders generally have four common traits:

  • They don’t provide security for others. To be a good leader, you must make your followers feel good about themselves. Honour them. Reward them. Promote them.
  • They take more than they give. Insecure leaders are on a continual search for validation. Their focus is on obtaining personal security, not instilling it in others.
  • They continually limit their best people. Insecure leaders don’t see their best people as co-workers; they see them as potential competitors who might rise up through the ranks and threaten their position. Such leaders generally find ways to take the credit for work that was done by others.
  • They continually limit their organisation. When followers are undermined and go unrecognised, they become disheartened and eventually stop performing to their potential. When that occurs, the whole organisation suffers.

Examine your leadership style and see if any of these shoes fit you.  If they do, make the changes that are necessary.  Humility to accept you may be wrong and are willing to change  is one of the greatest leadership traits available to you.  It is not a sign of weakness.  You are actually  perceived as a strong leader when you can admit mistakes and are willing to rectify them


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