Capacities Every Great Leader needs

Expert Blogger Tony Schwartz writes: “When I was a very young journalist, full of bravado and barely concealed insecurity, Ed Kosner, editor of Newsweek, hired me to do a job I wasn't sure I was capable of doing. Thrown into deep water, I had no choice but to swim. But I also knew he wouldn't let me drown. Over the last dozen years, I've worked with scores of CEOs and senior executives to help them build more engaged, high performance cultures by energizing their employees. Along the way, I've landed on key capacities that show up in the most inspiring leaders I've met.

1. Great leaders recognize strengths in us that we don't always yet fully see in ourselves.
Kosner provided belief where I didn't yet have it, and I trusted his judgment more than my own. It's the Pygmalion effect: expectations become self-fulfilling.
Both positive and negative emotions feed on themselves. In the absence of Kosner's confidence, I simply wouldn't have assumed I was ready to write at that level.
Because he seemed so sure I could--he saw better than I did how my ambition and relentlessness would eventually help me prevail--I wasted little energy in corrosive worry and doubt.
Instead, I simply invested myself in getting better, day by day, step by step.”

Africanmosaic: “We get better and gain more confidence if we practice those things in which we are talented. This pushes us to give more and achieve better success. Our fellow strengths travellers will see that in us and encourage us to grow in our talents.”

2. Great leaders take the time to clearly define what success looks like, and then empower and trust us to figure out the best way to achieve it.
One of our core needs is for self-expression. One of the most demoralizing and infantilizing experiences at work is to feel micromanaged.
The job of leaders is not to do the work of those they lead, but to serve as Chief Energy Officer -- to free and fuel us to bring the best of ourselves to work every day.
Part of that responsibility is defining, in the clearest possible way, what's expected of us--our concrete deliverables. When they do it effectively, the next step for leaders is to get out of the way.
That requires trusting that employees will figure out for themselves the best way to get their work done, and that even though they'll take wrong turns and make mistakes, they learn and grow stronger along the way.

Africanmosaic: “It is key that employees know what their talents are. When they are aware of what they are capable of, based on their natural occurring thoughts, feelings and behavior, they can sort out very quickly what the best way is to get the work done. If they know where their colleagues are strong, they can partner with them where they might lack. In this way you will have a well-rounded team that will deliver on time, with success.”

Taken from: http://www.fastcompany.com/1695382/the-four-capacities-every-great-leader-needs-and-very-few-have?partner=rss

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