From Forbes
Leadership is about sharing, giving – making those around you better. Leadership is about uniting and inspiring teams to optimally perform. Leadership is caring about a societal cause that the business can influence. This is what most businesses refer to as corporate social responsibility. Leadership is indeed a social responsibility, yet many people are out of touch with how to be an effective leader. Many people believe that because they carry an important title or have tenure within the organization, others will automatically follow them. Today, leadership is much more than just authority – it's about being ethical and staying true to your beliefs and values.
People in power are faced with temptation every day. They often must make choices between doing what is right for the organization and what is in their own best interests. Employees want to trust their leaders, but many don't really know "the person" that is leading them. As such, they remain cautiously optimistic – waiting for that defining moment in the relationship that makes them trust their leader.
Hierarchy works when there is an understanding of the expectations; when secrets are no longer allowed. For most, this may be viewed as too idealistic. And the fact that organizational charts are becoming more "democratic and flat" is only creating more confusion between leaders and those they lead.
For business and society to flourish, people must reevaluate their own leadership style and approach. Here are five things people must change about the way they lead:
1. Complexity to Clarity
Many people complicate the process of leading. For starters, leadership should be a natural thing – something you don't think about, but just do. As such, complexity stiffens productivity and minimizes efficiency. When things are complex, it turns people off and they shut down in the process.
If you can't be clear about what you stand for, it will be impossible for you to lead with clarity.
What are your foundational values and beliefs as a leader? When was the last time you talked about them with your team, your colleagues, and your community?
When I wrote my book, "Earning Serendipity," I called the first chapter "The Foundation – Chapter 0" (not Chapter 1). My message: you can't assume leadership and/or be the most effective leader until your foundational core (beliefs, values and mission) is in order. The reader must understand this foundational core and grasp the premise of the book before it makes sense to proceed to Chapter 1.
Leadership is a social responsibility; don't skip steps along the way. Lack of clarity will negatively impact those you are attempting to serve.
2. Likeability
In "The Likeability Factor," author Tim Sanders, former Chief Solutions Officer at Yahoo YHOO -1.68%!, states that in order to develop and cultivate good, solid relationships, people must be willing to work with you. In other words, you must be considered "likeable" by others. Today it is incredibly important for leaders to be liked before people will follow them – especially in environments where there is distrust.
Likeability requires you to be relatable to your audience, approachable regardless of hierarchy or rank, and genuine in the manner in which you engage. Though likeability is extremely important to a leader's success, it doesn't mean that you are out to win a popularity contest; it is more about earning respect.
I remember one boss who changed his attitude toward me as my success in the company became more noticeable. From one day to the next, he spoke less with me and became less available. He seemed to be challenging me to find success on my own without his help.
Unfortunately, the approach backfired, not because I complained, but because he started to lose respect from others on the team who noticed this dramatic change in behavior towards me. It eventually began to disrupt team camaraderie, and he went from being likeable to an annoying presence. The team lost trust in his judgment, the original chemistry was lost, never to be rekindled, and he left the company a year later.
3. Be Significant
Operating in a business environment that measures short-term results makes it difficult to plan. As such, people are running around, multitasking and working long hours to survive and remain relevant. Being significant is the last thing leaders have time to think about, even as they know they must strive towards it.
Leaders must begin to change their tune and find ways to shift their focus on creating long-term impact – rather than settling for short term successes that quickly lose momentum. If you are consistently looking in the rearview mirror, your organization has lost its competitive edge; leadership has become complacent.
To be significant, you must focus on creating impact that can reverberate throughout the organization. This means that you must share the momentum that you build with others. Over time, this behavior becomes sustainable and your significance as a leader takes root.
Be entrepreneurial, embrace risk and be creative. Be a momentum builder and allow your personality to shine through others. To be significant, you must become a better teacher, mentor and role model; let your humility, not your ego, take center stage. Create sustainable impact that has you and your organization looking forward at all times.
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5 Things People Must Change About The Way They Lead
Leadership is about sharing, giving – making those around you better. Leadership is about uniting and inspiring teams to optimally perform. Leadership is caring about a societal cause that the business can influence. This is what most businesses refer to as corporate social responsibility. Leadership is indeed a social responsibility, yet many people are out of touch with how to be an effective leader. Many people believe that because they carry an important title or have tenure within the organization, others will automatically follow them. Today, leadership is much more than just authority – it's about being ethical and staying true to your beliefs and values.
People in power are faced with temptation every day. They often must make choices between doing what is right for the organization and what is in their own best interests. Employees want to trust their leaders, but many don't really know "the person" that is leading them. As such, they remain cautiously optimistic – waiting for that defining moment in the relationship that makes them trust their leader.
Hierarchy works when there is an understanding of the expectations; when secrets are no longer allowed. For most, this may be viewed as too idealistic. And the fact that organizational charts are becoming more "democratic and flat" is only creating more confusion between leaders and those they lead.
Glenn Llopis 
Erika Andersen 
For business and society to flourish, people must reevaluate their own leadership style and approach. Here are five things people must change about the way they lead:
1. Complexity to Clarity
Many people complicate the process of leading. For starters, leadership should be a natural thing – something you don't think about, but just do. As such, complexity stiffens productivity and minimizes efficiency. When things are complex, it turns people off and they shut down in the process.
If you can't be clear about what you stand for, it will be impossible for you to lead with clarity.
What are your foundational values and beliefs as a leader? When was the last time you talked about them with your team, your colleagues, and your community?
When I wrote my book, "Earning Serendipity," I called the first chapter "The Foundation – Chapter 0" (not Chapter 1). My message: you can't assume leadership and/or be the most effective leader until your foundational core (beliefs, values and mission) is in order. The reader must understand this foundational core and grasp the premise of the book before it makes sense to proceed to Chapter 1.
Leadership is a social responsibility; don't skip steps along the way. Lack of clarity will negatively impact those you are attempting to serve.
2. Likeability
In "The Likeability Factor," author Tim Sanders, former Chief Solutions Officer at Yahoo YHOO -1.68%!, states that in order to develop and cultivate good, solid relationships, people must be willing to work with you. In other words, you must be considered "likeable" by others. Today it is incredibly important for leaders to be liked before people will follow them – especially in environments where there is distrust.
Likeability requires you to be relatable to your audience, approachable regardless of hierarchy or rank, and genuine in the manner in which you engage. Though likeability is extremely important to a leader's success, it doesn't mean that you are out to win a popularity contest; it is more about earning respect.
I remember one boss who changed his attitude toward me as my success in the company became more noticeable. From one day to the next, he spoke less with me and became less available. He seemed to be challenging me to find success on my own without his help.
Unfortunately, the approach backfired, not because I complained, but because he started to lose respect from others on the team who noticed this dramatic change in behavior towards me. It eventually began to disrupt team camaraderie, and he went from being likeable to an annoying presence. The team lost trust in his judgment, the original chemistry was lost, never to be rekindled, and he left the company a year later.
3. Be Significant
Operating in a business environment that measures short-term results makes it difficult to plan. As such, people are running around, multitasking and working long hours to survive and remain relevant. Being significant is the last thing leaders have time to think about, even as they know they must strive towards it.
Leaders must begin to change their tune and find ways to shift their focus on creating long-term impact – rather than settling for short term successes that quickly lose momentum. If you are consistently looking in the rearview mirror, your organization has lost its competitive edge; leadership has become complacent.
To be significant, you must focus on creating impact that can reverberate throughout the organization. This means that you must share the momentum that you build with others. Over time, this behavior becomes sustainable and your significance as a leader takes root.
Be entrepreneurial, embrace risk and be creative. Be a momentum builder and allow your personality to shine through others. To be significant, you must become a better teacher, mentor and role model; let your humility, not your ego, take center stage. Create sustainable impact that has you and your organization looking forward at all times.
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