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These are the eight habits each nice chief must develop

Find out how these types of people promote, motivate and inspire all employees, even if they have different personalities.

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This article was translated using AI technologies from our Spanish edition. Errors can occur as a result of this process.

The opinions expressed by the entrepreneur's contributors are their own.

Every now and then you meet a guide who gets noticed even though the room is full of experienced and successful people. You can immediately see that you act, think and lead differently than any other leader.

But these people did not become great leaders overnight. Although some are born with specific skills, the reality is that through training, experience, and a healthy dose of introspection, they are formed to make quick and correct decisions. You learn to work with different personalities. You will discover how to encourage, motivate and inspire.

Do you want to become a great leader? Work hard to achieve this naturally, automatically, and instinctively. Start by cultivating these eight habits:

1. They turn to praise. It's easy to see when an acknowledgment is just a pretext for assigning a long list of tasks. We've all been with people who occasionally shake hands. No matter how hard they try to fake it, their dishonesty is evident (tell me if you haven't had at least one boss like that).

Praise is almost like breathing for an effective leader: natural, aromatic, frequent, and most importantly, genuine and sincere.

2. You decide. Ideas are great, but implementation is everything. Great executives measure, evaluate and decide almost immediately because decision-making and action give them confidence and dynamism. So bad decisions are better than no decisions at all. Errors can almost always be corrected.

3. You take responsibility. We all make bad decisions. What matters is what we do after making these mistakes. Great leaders are the first to say, “I was wrong” or “I made the wrong choice. we have to change course ”. They blame themselves and are desperate to build a culture where mistakes are challenges to overcome rather than ways to point your fingers and blame someone.

4. You communicate. Business is full of "what": what to implement, what to do, what to say, and sometimes what to feel. What is missing is a "why". Because of this, many projects, processes, and tasks fail.

Arrange managers. Great leaders explain and then listen, because the most effective communication happens when we listen, not when we speak.

5. You give the example. Imagine walking through the factory with the manager and there is a piece of rubbish on the floor. There are two types of people in this situation:

Whoever sees it stops, takes it, takes 20 steps to the garbage can and throws it away. He picked up the garbage, but also gave a message. The other sees it, picks it up, and holds the trash until he sees a garbage can nearby. He doesn't think about giving a message. He just saw some garbage and picked it up without thinking.

Why is this important for the employees? When you are responsible, everyone can see what you are doing. The difference is how you do it and what that says about you. Great leaders do this because they care.

6. Provide feedback. We all want to improve: to be more competent and more successful. That is why we need constructive feedback. Because they take care of their employees not only as workers, but also as people. Great leaders go to the problematic and say, "I know you can and I'll help you." Great leaders naturally try to change their lives because they care.

7. You are looking for help. At some point, many people in a leadership position avoid showing vulnerability. After all, you are responsible, so you should know everything. That is of course impossible. Great leaders don't claim to know everything (in fact, they have to hire people who know more than they do) so instinctively they ask questions and automatically ask for help. In the process, they show vulnerability, respect for the knowledge and skills of others, and a willingness to listen, all great qualities of a leader.

8. Challenge. Most leaders implement their ideas by reinforcing processes and procedures that support their ideas. Employee engagement and satisfaction are based on autonomy and independence for employees. They care much more about whether it's their idea, their process, or their responsibility.

Great leaders create standards and guidelines and then urge their employees to give them the autonomy and independence to do their best. They enable employees to transform “their” into “our” and transform work into an external expression of each person's unique skills, talents and experiences.

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