It seems we are constantly bombarded in today’s workplace with the pressure to perform as strong leaders. The information available to us is extensive with thousands of self-help books on the subject, clever charts using definitive visual explanations and seminars teaching complex leadership systems. A Google search on ‘leadership skills’ revealed over 17 million results. Obviously, this is a subject of great interest and the market for sharing of innovative methods can make you millions!

As is the case with most of the advice I see handed out, what makes for a good leader is quite simple and I don’t even have to charge you $23.95 plus shipping and handling. It starts with two very ordinary ideas; put yourself out there and lead genuinely.

Put yourself out there — Start by asking yourself, “How can my relationships encourage people to grow in confidence and skill with passion and a clarity of purpose?” This is such a modest concept but with so many facets of complexity. The relationships managers and other leaders form with those beneath them, above them and beside them are the greatest testaments to the strength of someone’s leadership abilities. In all respects these relationships need to foster an environment that encourages people to become increasingly confident in their own skills. Training someone to expand their abilities to perform really does require them to dig in and find the passion for their work and then add a healthy dose of purpose. Good leaders inspire people to eagerly pull from their own strengths and move forward with a clear direction in mind. This allows for outstanding work and effective collaboration.

Lead genuinely — Inspire others and leave a legacy of caring and integrity with a focus on promoting success for others. Leaders often manipulate rather than manage, their approach being competitive rather than compassionate and self-serving rather than selfless. This serves no purpose and is counter-productive. I’m often reminded that the greatest leaders are those that assist individuals in becoming great themselves, capable of succeeding and excelling. Empowerment and encouragement are two of the most significant principles in strong leadership practices.

In the highly structured corporate environments that are so commonplace today, leading successfully can be a difficult task particularly with the many different schools of thought, ideas, methods and systems thrown at managers every day. Take a step back from all the advise you hear and go back to the basics – the “Golden Rule” of treating others as you yourself would want to be treated.

“Keep away from people who try to belittle your ambitions. Small people always do that, but the really great make you feel that you, too, can become great.” — Mark Twain

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