Monday, September 30, 2013

Are you a Great Leader?

Organizations succeed for many reasons but those that have strong leadership improve the odds of maximizing profitability.
Here are a few important principles to consider in order to strengthen leadership skills.

1. Listen. Listening is the most valuable--and probably the most underrated--skill CEOs need to succeed. Great leaders listen to what their customers and prospects want and need, and they listen to the challenges those customers face. They listen to colleagues and are open to new ideas. They listen to shareholders, investors, and competitors.
2. Be Authentic. Great leaders are who they say they are, and they have integrity beyond compare. Vulnerability and humility are hallmarks of the authentic leader and create a positive, attractive energy.
3. Be Transparent. There is nowhere to hide anymore, and businesspeople who attempt to keep secrets will eventually be exposed. Openness and honesty lead to happier staff and customers and colleagues. More important, transparency makes it a lot easier to sleep at night - unworried about what you said to whom.
4. Be Responsive. The best leaders are responsive to their customers, staff, and investors. Every stakeholder today is a potential viral sparkplug, for better or for worse, and the winning leader is one who recognizes this and insists upon a culture of responsiveness. No matter the medium, responding shows you care and gives your customers and colleagues a say, allowing them to make a positive impact on the organization.
5. Show Passion. Those who love what they do don’t have to work a day in their lives. People who are able to bring passion to their business have a remarkable advantage, as that passion is contagious to customers and colleagues alike. Finding and increasing your passion will absolutely affect your bottom line.

Above all, treat others as you would be treated. By showing others the same courtesy you expect from them, you will gain more respect from coworkers, customers, and business partners.

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