Ever worked for a leader who was so inspirational and gifted,your memories of the way he or she took care of the team stay vivid to this day?
Chances are,the reason you still talk about this leader from years ago is because of the way he or she made you feel.
Renowned poet and civil rights activist Maya Angelou famously quipped,”People will forget what you said,people will forget what you did,but people will never forget how you made them feel.”
3 Questions John Wurzburger Asks To Assess Leadership Abilities
Leadership is a matter of the mind and the heart–it is about relationships and results. Therefore,if you’re in a leadership role now or aspiring to one,the journey toward leadership greatness never finishes. However, it does have a beginning point.
And sometimes the beginning of the journey requires some challenging questions you need to ask yourself to raise your own bar. Can you answer yes to any and hopefullyall of them?
1. Are you approachable?
Before you assume you’re fit to lead,this is an important question to ask. Because if you’re going to lead,you want to be approachable. If you’re not,it could hurt your leadership in several ways:
- Your employees may be less willing to share information for fear of disapproval;
- your staff members may be disconnected from you; and
- your staff members will dread taking possession of their work,and will only look to you for answers.
To be approachable means promoting a culture where feelings of loyalty and a sense of purpose are felt among staff.
How to be more approachable:
- Keep an open-door policy;
- share information;
- spark non-work relevant conversations;
- be person and show your sense of humor;
- take part in volunteer or professional development activities with your workers;
- be an advocate for your employees when they face challenges–private or professional.
2. Do you foster an environment where people are psychologically safe?
Research on freedom and psychological safety by Amy Edmondson of Harvard suggests that when encouraging leaders foster a culture of safety — meaning workers are free to speak up,experiment,give opinions,and request help — it leads to better understanding and performance outcomes.
When emotional safety is absent,anxiety is present. And anxiety is detrimental to achieving a provider’s full potential. We just can not be engaged or innovative when we’re afraid. Some subscribe to the idea that fear is a motivator,but what fear does is kill hope — the ultimate demotivator.
How to create more psychological safety:
- Create a bond with workers,and remind them of their worth;
- praise them for their performance with specific examples for positive reinforcement;
- keep your people in the loop regarding upcoming plans and projects,deadlines,and any changes happening,bad or good;
- give your employees a sense of security by ensuring that their work and status as workers are on solid ground.
When tough problems arise,address the problem right away by meeting with the staff in person (if physically possible),or send an email to set people’s expectations. Always pull on the side of hope,strength,perseverance,and compassion. Your job as a leader is to do whatever is required to fulfill the needs of your people–demonstrating that you appreciate them not only as workers but also as human beings. Lastly,do not leave anybody hanging by heading radio silent.
3. Are you leading with integrity?
Allow me to give it to you straight: Your employees are watching your every move for a leader. If you’re acting unprofessional or unethical,they understand. And if they know,you’ve already lost the battle for respect.
Psychologist and best-selling author Henry Cloud wrote the book on why integrity matters and sheds great light on the topic. In Integrity: The Courage to Meet the Demands of Reality,Cloud says,”Who a person is will ultimately determine if their brains,abilities,competencies,energy,effort,deal-making skills,and opportunities will triumph.”
So,who are you,really? As you learn and adapt to all aspects of your integrity,you’ll eventually arrive at a point where it becomes easier to develop trust,repair a connection following a conflict,listen with compassion,and give critical feedback to build someone up.
How to lead with more integrity:
- Lead by example,be reliable,be plausible,talk with truth;
- raise the bar and hold yourself accountable to a higher standard — one where your followers will want to emulate;
- follow through on your promises or commitments;
- do the perfect thing;
- be true to yourself rather than be someone you are not. By being who you reallyare,you not only trust the judgments and decisions that you make,but others trust you as well. They will respect you for standing by your values and beliefs.
