What does leadership mean? Is it genetically embedded or ego-driven? Does it stem from a deep need to show off and obtain attention, an inclination to help and serve others, or a natural desire to chart a course for the future and recruit others to follow? Is it fueled by a need for power, a motivation to be great, a deep-seated need for security, or something that is inborn and inexplicable?

The fact is probably some or all of these descriptions apply to leaders at different times of their professional and personal lives. Just as each leader has distinct motivating factors, each also has a unique style of leadership that varies based on personalities and circumstances. I have observed this firsthand while training more than 10,000 individuals over the past 30 years. As part of my seminars, we break people into small groups to complete an assignment. During this activity, the group must elect a leader. It is fascinating to observe how a leader emerges in a group of ten people who do not know each other. One always steps forward, but in different ways: some immediately volunteer, others show the group that they have leadership skills and possibly manipulate the group into electing them, and some assume the role reluctantly.

Different leadership styles work for different people. As a student of World War II, it interests me to see how different generals led their troops into battle. General George Patton experienced phenomenal success, yet was arrogant, brash, and egotistical. General Omar Bradley, who directed the Normandy invasion, was a behind-the-scenes leader who was brilliant yet humble. Both of these generals were very successful leaders, but each one approached leadership in a radically different way.

Every successful organization or team needs a leader to develop a vision for the future and then lead others toward the goal. As former CEO of the Girl Scouts of the USA Frances Hesselbein writes, “How do we move from where we are to where we are called to be? It all begins with the leader’s challenge to define leadership in our own terms, in our own language.”

Looking back on the great leaders I have met and successful teams I have been involved with, I have come to realize that successful leadership is no easy task and there are no perfect leaders. We all have faults and the formula can be complex! I have learned through seeing ineffective leaders over my many years of experience that some people simply should not be leaders. They just do not have the skills, experience, or the know-how to effectively lead. Unfortunately, they become very frustrating to those who do know how to lead. Incompetent leaders can cause chaos within any system.

There are common traits that make leaders and teams great. God has engineered many leaders through genetics, and many entrepreneurs are blessed with some innate desire to lead. Research has concluded that genetics play an important part in personality development, health, and how we live. However, we also know that environment and life circumstances impact and complement our genes. For example, Audie Murphy was uneducated, shy, and had no leadership experience or desire to lead, yet he became the most decorated leader in World War II and eventually, a movie star. Therefore, circumstances do play a role in our leadership abilities (for example, when leaders immerge in difficult circumstances like 9/11). Buckingham asserts that “Leaders are not born, but rather are made by their training and their diligence.”

How we grow as leaders depends upon our receptiveness to learning. At 50 years old, I made a commitment to grow as a leader and as an individual. I decided to open my mind and “start over” with how I led and managed from the ground up. In the last nine years, I have vastly increased my knowledge of how to build a great organization by learning from my mistakes, reading many bestsellers on leadership and management, listening to my staff, and taking on a servant leadership model where I am a coach, mentor, consultant, and guide to our teams. To do this, I had to assume a humble attitude and accept that I was equal with everyone in the company. The word “boss” became a despised term in my dictionary as I went through a paradigm shift where my role became to earn the respect of my teams.

Regardless of whether you are an executive director of a non-profit, a corporate CEO, an entrepreneur, a sports coach, or a government leader, the principles are very much the same. We must strive for growth and apply the lessons we have learned to become great leaders. Hesselbein emphasizes that “All the ‘how to’s’ in the world won’t work until the ‘how to be’s’ are defined, embraced by the leaders, and embodied and demonstrated in every action, every communication, and every leadership moment.”

I have experimented with many leadership models during my time with government, the non-profit sector, sports, church, my corporations, and my family. I have used all sorts of approaches over the last forty years, including: being passive, being aggressive (“my way or the highway”), the Army drill sergeant method (beat them into submission), expecting perfection, and, finally, being a servant leader. While I am far from being a great leader and have a lot to learn, I am finally discovering how to create greatness within teams where people like their jobs and work hard and smart. I will share how I am trying to be a better leader and outline some of the things that are working for us, but as you read these recommendations, remember that no one person has all of these qualities.

Be humble: According to Jim Collins in Good to Great, the leaders of the great companies that he studied exhibited “compelling modesty.”[v] By practicing humility, you can focus more attention on the business than on feeding your ego. Don’t insist on credit for anything, use “we” rather than “I,” always give credit to your team (and God, if you’re spiritual), don’t brag or display arrogance, avoid being a know-it-all, and never say “I deserve.”

Employ the right, outstanding people: Organizations are only as successful as the people who work within the organization. You can have the best products and services in the world, but if you don’t have competent leaders and the right, outstanding employees that work together as a customer-driven team, prepare for dismal results or limited success. Case in point: I volunteered to coach basketball and baseball at the local recreation center for my sons’ teams for ten years. While I was far from being the best coach, I knew the basic components for our team to have a winning season. We had an undefeated season one year because everyone on the team was passionate, we came together as a team, players followed my coaching advice, and everyone worked hard to improve their skills. Parents were actively involved and we were like one big, happy family. Everyone worked in unison to win and have fun, everyone was encouraged, and the championship was the outcome.

On other teams I coached, the results were dismal. Players’ work ethic was minimal (some even asked to sit out the game on the bench), parents did not participate or care, and some players were ball hogs who were only concerned about themselves and how many points they could score. We had a losing season. It was a very frustrating time for me, and I once told the team, “You all don’t care! Why should I?”No matter how good my leadership was, without the right people working in unison as a team, failure was the result.

Even the world’s greatest leaders will fail unless they are surrounded by smart, organized, motivated, passionate, and disciplined employees. Go out of your way to get the right people placed in positions that make the most of their skills within your organization. Accept nothing less than talented professionals. Instead of being drained and distracted by problematic employees, you will have more energy to lead. Thoroughly evaluate all potential employees and hire slow and tough. If a team member is not working out, fire him or her quickly but in a caring way.

LISTEN: Try to be a good listener and do less talking so that you can grow as a leader. In meetings, listen to how much you talk. Are you allowing others to express their opinions or are you dominating the discussion? Effective leaders ask questions more often than they give answers. Maintain the philosophy that several heads thinking together create better results than one working alone.

Clearly articulate your values and expectations: At our Columbia Conference Center, we recently implemented a great idea called “Who I Am.” Each employee talked about their likes and dislikes, with a little bit about their background and personality. Most people do not know much about who they work with! It opened up a dialogue between staff members and we were able to improve our relationships. This led to improved teamwork and customer service.

Leaders need to clearly articulate what their expectations are to develop a positive culture in the company.  Before making a new hire, we define what we value in an employee and describe the positive, exciting culture we want within the company. It sets a positive tone from the beginning with new employees.

Be a “one-minute manager:” Spencer Johnson’s simple but excellent book The One Minute Manager suggests that leaders look for things employees do well and reward or recognize them for their efforts. When employees are not performing properly, let them know quickly and professionally in a caring way. The leader should provide ongoing coaching with the mission of helping employees grow, one step at a time. When coaching and mentoring, try to use the phrases “I need your help on something” and “Can you do me a favor?” Though annual performance reviews are good, there should be no surprises. For example, when I was employed in state government, the agency director kept a list of anything that anyone reported I had done wrong over a 12-month period. I had received nothing but glowing assessments, but one day, without warning, I received a cold letter from him in the mail containing 30 negative things I had supposedly done, without including a single positive thing or allowing me to tell my side of the story. I promptly quit!

Effective leaders have an ongoing dialogue with employees when coaching, mentoring, and disciplining. Employees need to know exactly where they stand at all times with clear expectations and goals. In other words, effective leadership requires ongoing coaching on what an employee is doing well, what they need to work on, and specifically how they can move forward in a positive way. Ideally, you want the employee to view you as someone who is helping them to grow and learn. Always try to build your team and reserve criticism for private, face-to-face meetings. In addition, never develop policies around or punish the group based on what one person does wrong. This will cause team members to dislike both the leader and the person who made the error, harming the team.

Be a walking manager: Every day, get out of your office and walk the halls of your organization. Look for what is going right and ways to improve your operations. Try to view everything from a customer’s perspective. “By consistently living in your customer’s shoes, you will have a chance to see your business through your customer’s eyes—a hugely important advantage in today’s fast-moving marketplace,” notes Jeffrey A. Krames in his book Jack Welch and the 4E’s of Leadership.[vi]

Be willing to do any job: As a humble leader, don’t ask anyone to do anything that you are not willing to do or have not done yourself. My catering staff loves for me to put on an apron and work alongside them. You need to be knowledgeable about what your employees do and have a willingness to get into the trenches with them. This will go a long way in terms of respect and credibility when you make suggestions for improvement.

Be a caring leader: It makes sense that people will sign on with leaders who express a genuinely caring attitude towards them. We started an employee newsletter within our companies that lets everyone know what is going on in our staff’s lives as we try to build a family-type relationship. We also established an employee liaison committee to keep us in touch with how our employees feel and to ensure that they are happy with their jobs.

Look into the mirror: When things go wrong, leaders should look into the mirror for the source of the problem. Regardless of who caused the problem, if mistakes are made, ask yourself, “What could I have done better as the leader?”  As former President Harry Truman’s saying goes, “The buck stops here!”

Don’t point fingers or play the blame game: Look at any conflict, failure, or mistake as an opportunity for improvement. Encourage everyone to admit mistakes and have a healthy dialogue about the problem so it does not reoccur. Employees who cannot except responsibility or blame others should find another job. However, the leader must serve as a model, admitting his or her mistakes in order for employees to feel comfortable admitting theirs.

Build communication amongst your teams: Lack of communication or miscommunications create most problems and confusion within organizations. Information is power and should be shared with all employees. One of the best things we have ever done in our companies was to require that minutes be taken in important meetings and shared with the entire company. This really helped us link our teams and identify conflicts early on so we could solve them quickly. The “left hand” within an organization must know what the “right hand” is doing in order to be effective.

Build a consistent, structured system while reducing bureaucracy: Employees need to know how the company operates, how decisions are made, and how work and communications move through the system. Therefore, it is important that the organization develops protocols, policies, and procedures and trains employees on how to use them. If an employee wants to attend a conference, the approval process should be simple and documented from start to finish. All of our administrative forms are online and can be accessed by employees through Microsoft SharePoint.

Procedures take time to develop and are often created when the need arises or when a problem surfaces. However, you should maintain a system where problems, issues, and needs are addressed the same way most of the time. Be proactive by creating reasonable structure and stamping out inconsistency, while at the same time eliminating bureaucracy.

Be ethical and honest: Kouzes and Posner say when it comes to their leader, employees “want to assure themselves that the person is worthy of their trust. They want to know that the person is truthful, ethical, and principled.”[vii] What the leader says must match his or her actions. We sent a clear signal through our companies that dishonest, unethical, and immoral behavior will not be tolerated. As a result, a few employees terminated themselves because their behavior did not match this policy. We also pushed for that honesty between employees and customers. It is the leader’s responsibility to set the example and the tone for ethics in the workplace.

Be a good decision-maker: Good leaders gather facts on an issue, solicit input, develop options, weigh the odds, and make a prompt decision. They look for “win-win” situations and allow others to give advice and feedback openly and without fear. Employees like to express their opinions if they feel like their leaders will consider and value their advice. When I am wrong, I will readily admit it, and do so smiling. I try to follow my gut feelings, logic, and input from staff. Gather as many facts as possible before making a decision. Sometimes, that may mean thinking about the options for a few days, and then making the best decision you can. Above all, don’t procrastinate or make a knee-jerk reaction when a decision is needed.

Stay focused on your mission: Take time to develop a clear mission in your organization that everyone buys into. Hesselbein reports that “Understanding one’s mission is the essence of effective strategy.”[viii] Once the mission has been developed, all activities should be directed towards your ultimate vision. Avoid missions like “make a profit” or your business will be all over the board chasing the money fairy!

Don’t micromanage: Your best employees will not grow if you control their every move or require them to check with you on every decision. My advice is to begin your relationship with your employees with some micromanagement and teach them your philosophy and values. Then, transfer your knowledge, skills, and experience to them. As the employee grows, gradually step back and allow them to blossom. Give them more responsibility and less supervision. My ultimate goal is for them to thrive in the company and make good decisions without me.

Prepare a clear succession plan: I have seen too many leaders and key employees in companies suddenly quit, retire, or die unexpectedly only to leave their families, companies, and employees in chaos. I run my companies as if I will die tomorrow and spend ten percent of my time preparing for others to take over. The idea is to have a clear succession plan so if something happens to any key player within the organization, there is someone else who can run the show. This requires careful planning with an accountant and lawyer who specialize in probate and estate planning. Otherwise, your great company could be left in the hands of the IRS and much of the assets could be taken in taxes, ultimately destroying the organization. Have employees cross-trained in key jobs in your organization so if one leaves, another can step into his or her shoes. Let everyone know that the purpose of the succession plan is to create security.

Maintain high standards: We subscribe to Total Quality Management (TQM) and strive for reasonable perfection in our products and services. Leaders should maintain high but realistic expectations. In our Columbia Conference Center’s second year, I set a high net profit goal for that year. Staff said it could not be done! They quoted statistics about how businesses usually lose money in the beginning and convention centers were not making profits and said they had never heard of setting a budget target and then developing the budget from that figure. They ended up exceeding that amount!

Raise the bar a little bit at a time and try not to overwhelm your staff. Give them the confidence that they can do it. However, be cautious not to raise the bar too high too fast since this could lead to unrealistic expectations and perfection can become an obsession.

Be profitable and involve everyone in the budget: In order for a business to make a profit, your revenues must exceed your expenses. Without profit, you have no company. Develop zero-based budgeting where everything must be justified every year and create cost centers (budgets for each one of your major activities or divisions). Everyone should be actively involved in the budget. I review and approve every invoice to maintain a hands-on approach to budgeting and spending. People need to see a quarterly—preferably monthly—detailed income statement (as compared to the budget) so they clearly see how the company is doing financially. Remember that not all employees are budget-minded, so present the information simply and understandably.

Ask the tough questions: Challenge everything in a friendly way. Always ask, “Is there a better way to do this? Can we do it more efficiently? Can we implement anything more effectively?” Hold everyone accountable (in a friendly way, without blaming) and base strategic planning and other decisions on facts. Keep everything as simple as possible!

Be accessible: Anyone, at any time, has direct access to me or any other leader through a variety of ways, like face-to-face meetings, telephone, e-mail, and cell phone. We have also established a confidential e-mail address so that people can communicate with me without me knowing who it came from (it has only been used once!). Stay close to your staff and keep your ears to the ground for any problems that may occur. When they meet with you, be a good listener. At the same time, help guide them back to their team leader and avoid becoming an ear for needless gossip, complaints, and whining!

Be passionate and excite others: Employees need to see and feel excitement and passion in your actions and words. Team members look for their leader to set the tone—and if you’re pessimistic, doubtful, and depressed about the future, expect your team members to follow. Thus, leaders need to be enthusiastic, positive, and energetic cheerleaders. On the other hand, make sure to consider all obstacles, dangers, and problems as you design the vision so the team is not led blindly down the wrong road.

Be community-minded: Customers and staff alike need to see that the leader and the company are vested not only in being profitable, caring about employees, and producing high-quality products and services, but are also interested in making the community and world a better place. We have a community service committee at our companies that works with several community non-profits. Staff members give of their time and the company gives of its profits to local charities and good causes.

Inspect what you expect: When you establish goals and objectives for staff, be sure they are measured. Seek facts to support findings. Do not rely solely on gut feelings or observations. In everything you do, try to set up assessment mechanisms so you can monitor performance and outcomes. For an example, in working with our convention staff, I found that the bathrooms needed closer attention. Once the problem was identified, we developed a process where the staff would assess the condition of the bathrooms every two hours. We also set up double checks by having our administrative staff use those bathrooms instead of our private facilities. I would also personally inspect the bathrooms myself. Thus, we have systems in place to double-check staff’s work in a friendly way.

Solicit customer feedback: Kouzes and Posner note that “Research indicates clearly that measurement and feedback are essential to increase efforts to improve performance.”[ix] We solicit customer feedback in a variety of ways at our Columbia Conference Center, including:

• 
  Our receptionist checks in with customers and is always listening for positive and negative feedback.
• Our sales and facility staff meet throughout the day with customers who are onsite to monitor performance.
• Managers walk the facility daily and observe or talk with the customers.
• An independent survey and self-addressed, stamped envelope are mailed to every customer to be returned to my private fax, mailed directly to me, or e-mailed to personal account. I review and initial the evaluation and send copies to all conference staff.

Set up a process to make customer feedback easy and simple. View feedback as a gift that can be used to make a healthy organization. Don’t use it to “zap” employees, but rather as a guide to help the entire team grow. Love on your customers so they will enthusiastically continue to use your products and services.

Study and learn from the competition: Don’t look at your competitors as the enemy, but rather as helpers who can provide you with a piece of the success puzzle. Every three to four months, take time to see what your competitors are doing (i.e., the services or products they are offering and what they are charging). Most competitors are also looking into the future and can unknowingly help you refine your strategy. No one has all of the answers, so it is important to look at the marketplace from different perspectives, noting what works (and what doesn’t) for your competitors. As Finkelstein says, “Avoiding other companies’ missteps can be just as important as emulating their successes.”[x]

Our organizations march to our own drummer and do not copy the competition, but every little bit you pull from others will increase your chances of success. Be sure to be ethical in how you use competitors’ ideas, products, and services.

Experiment frequently but cautiously: Be innovative, creative and an agent of change in your business. Stay focused on your mission, but reinforce creativity, dreaming, and innovation in the workplace. Don’t keep doing the same thing you have for years and expect different results. If you are experiencing limited success, consider new and different ways! Develop new products and services that match your mission, but above all, don’t lose touch with your customers, employees, and the marketplace.

At our companies, we encourage everyone to dream and think outside of the box as we forge our future. Listen to staff who can “see around corners!” Finkelstein says that “Innovation is not a ‘thing’ that just happens. It’s a natural outgrowth of a culture of open-mindedness.” Kim Inman, vice president of Columbia Conference Center, also came up with a slogan that I use frequently: “It takes nine dumb ideas before you hit on a great strategy!”Thus, you have to experiment and develop new ideas and strategies knowing that you will sometimes fail.

Don’t let team members become complacent! It is easy for your business to get “stale.” Keep pushing everyone to learn and grow.

Lead in adversity: When things go badly, a leader must take charge and reassure everyone that things will be ok. There have been many times where I had to be calm in the midst of trouble. Even if you’re scared and insecure inside, your team will be looking for cues in your actions, demeanor, and behavior that provide them with a sense of security. If you don’t project confidence, performance will drop, customer service will suffer, and the quality of your products and services will diminish. The leader sets the tone in the company, and when things go awry, it is time for leaders to step up to the plate.

Be a flexible, futuristic strategic thinker: Staff members want to know where they are going and how they will get there. Leaders need to spend time peering into the future and formulating a map to their goals. Then, they should share their ideas with the team, solicit their input, agree on the dream and the way to get there, and start working toward the dream! Strategic planning is critical in any organization and plans should be owned by all employees so everyone is in the boat together rowing toward a common vision. Don’t try to predict the future; rather, invent it!

Recharge your batteries periodically: Leaders often overexert themselves to the point that their enthusiasm, excitement, positivity, creativity, and foresight are sapped. Leaders need to get away every three to four months and engage in some relaxing play. This does not mean a stressful European trip where you are worked to death by tours! My favorite escape is going to Hawaii twice a year and renting an oceanfront room. I sit on the balcony with the ocean splashing up against the rocks, take it easy, and read management, business, and leadership books. When I return, I am ready to jump back into the mix. You should also monitor your staff so they plan time for vacation and avoid burnout as well. This has helped our staff maintain their enthusiasm since many of them are like Alaskan sled dogs—they work themselves to death and rarely take off. We watch vacation very carefully and ensure that everyone is taking time off every quarter.

Deliver exceptional customer service: Develop a culture at your company that makes outstanding service the goal of every customer encounter. As a leader, look for every point within your system where your staff, facilities, products, services, or communications make contact with the customer. Then, develop structured processes and service delivery methods where all staff work concertedly to ensure that every exposure is what the customer needs and wants. Instill in your employees that it is their job to ensure customer happiness and that without customers, the company is nothing. Leaders also need to focus on those customers that generate the highest returns for the company and avoid customers who can be labor-intensive, troublesome, demanding, and low-profit. Remember that employees are also your customers. Create a positive and rewarding work environment for your staff and delivering exceptional customer service will come easily to them.

Be a proactive problem-solver: When problems or issues arise, focus more on causes and solutions than symptoms or “who done it.” Look at every conflict as an opportunity to practice problem-solving and fix the true cause of the problem instead of simply reacting to events. By predicting problems before they occur, you can establish yourself as a proactive leader. Encourage an environment where employees are praised for admitting mistakes and feel comfortable bringing problems out into the open. When you remove “the blame game,” staff will be more willing to face problems and find solutions.

Build trust: Trust is a critical factor when you are trying to establish credibility with staff. Maintain a reputation of “under-promising and over-delivering” in your comments to them and think carefully about the commitments and that you make. Team members need to feel that they can be open with you as a leader and that what you say is credible over the long haul.

Create a seamless company and develop an environment where all members work together as a team: Teamwork creates happier employees, enhances customer service, and facilitates superior products and services. Molding your employees into a team is no easy task. It must be a desired outcome rather than a mandated one. Create an environment where everyone is a superstar. Allow no “look at me” glory hogs on your team who want all the recognition, but rather encourage team players to will work together with everyone. Be a “we” organization!

Be a cautious risk-taker: When opportunities arise, weigh the options carefully, solicit input from employees on a variety of levels, list the pros and cons of taking the risk, and when all the facts are in, make a decision promptly. Once the decision has been made, stick with it unless new information arrives that mandates a different decision. Successful leaders don’t waffle once a decision has been made (unless new information arises). Indecisive individuals who are constantly changing their minds can cause chaos within any organization.

When the decision is made, encourage everyone to own it. If the experiment fails, then accept responsibility as leader without blaming others. In some cases, the leader may have to apologize to the team for major failures. If the risk succeeds, share the credit with everyone. Don’t take blind, stupid risks that have a lower probability of success, even if gold is shining on the other end; instead, take reasonable, responsible, and calculated risks.

Learn from mistakes and failures: Failure is my greatest teacher, but it is one’s attitude toward failure that can turn bad decisions into something very profitable. Look at all of your mistakes as opportunities to do better next time. Famous leaders such as Henry Ford, Alexander Graham Bell, and Thomas Edison did not see failure as bad, just as a path to success. It frequently takes a string of failures or mistakes before great success is achieved. When something blows up or has dismal results, dissect the event, solicit criticism from others, ask tough questions, assess what could have been done differently, determine what worked and did not, and ask yourself if you should repeat the experiment or chalk it up as another learning opportunity and move on. Looking back over my 30 years in business, I sometimes wonder if I’ve made more bad decisions than good ones. Fortunately, I did make some of the right major decisions!

Have fun! It is unfortunate that high numbers of American employees do not like their jobs or their work environment or culture. Leaders should focus a lot on efficiency and effectiveness, but we should also strive to create a great, positive, fun work environment. Our employee liaison committee plans fun activities like socials and picnics to bring staff together and boost morale. In 2005, I even took the company on vacation to Hawaii to have fun, build teams, and take a break from hard work. The payoff of fun in the workplace is happy, productive employees.

Celebrate success: Most leadership researchers promote celebrating successes both small and large. Leaders should look for opportunities to celebrate occasions like birthdays, profitable ventures, births, marriages, etc. People need to feel they are part of a caring team that recognizes success, and celebrations can provide momentum as employees march toward accomplishing the mission. Celebrations recharge and energize staff in appreciation for a job well done. They also send the message that the leader cares about staff and appreciates extra efforts that result in lasting success.

Seek spiritual guidance: As a Christian, I realize the power I have access to. I ask God to help me steer the ship and pray for spiritual protection as well as blessings and ideas so I can glorify God. He gives me a lot of insight and inspiration!

Go by your gut: It is important that if you don’t feel good about something, don’t do it! This is wise and important advice that Jack Welch told me and is also included in his book Winning.

Be positive: I finally figured out that you get the most out of your team with positive reinforcement. This does not mean that I ignore the negative, but there needs to be a balance between recognition and telling team members what they need to work on.

Effective leaders tell their teams all the time that they are winners and involve them in the grand vision for the company. Every person has potential for greatness at something, and it is leaders’ job to raise them to that level of greatness. In his book Whale Done!, Ken Blanchard advises, “Accentuate the positive.”[xii] Avoid beating people up; instead, spend more time praising them for things they do right and they will repeat those actions. Sincere, positive comments encourage people to do the right things and help team members believe that greatness is possible.

Be a mentor and coach: A famous Biblical quote says, “To those whom much is given, much is required.”Share your experiences with those who are just starting out or are struggling. We are all on Earth to help others!

Avoid losing your temper: There will be times that you will want to tear into an employee, but first, take a day or two to calm down and look for the right moment to talk to him or her about the problem. Be sure to allow the employee to tell his or her side of the story. It is amazing how many times I have perceived something inaccurately. Once I gained all the facts, there was no reason for disciplining the employee. When you are angry, little things tend to grow or be misinterpreted, so take a step back and think before reacting.

Balance your time: Try to balance your time between home, work, play, and your spiritual needs. Successful people must say no to involvement in too many things that rob them of time in the most important areas of life. I receive requests all the time to serve on corporate and non-profit boards and give of my time to the community, but there is only so much that I can give. My priorities are now my God, family, and then work. Make sure you keep your priorities in order!

Be fair and consistent: Treat everyone equally and consistently. This is difficult at times, but everyone is watching the leader. Good policies and procedures will go a long way in helping you to be fair and consistent in your treatment of employees. Avoid playing favorites amongst your staff.

Stay focused: This is the hardest rule to adhere to and one that I struggle with frequently since I am involved in so many things. Time management and focus are critical to being a good leader. Between today’s technology and the business of the workplace, it is easy to be distracted. A few suggestions to help with organization and time management:

• 
  Once you start a task, stick with it until completion.
• Don’t check your e-mail except during certain times of the day.
• Close your door and office blinds when you need to concentrate on something.
• Delegate whenever possible and to the right people.
• Maintain a second office in your home away from the distractions of the corporate office.
• Prioritize your work each day.
• Use Microsoft Outlook to manage your tasks and calendar.
• Keep your work organized in files and try to touch a piece of paper only once.
• Ask staff to put work in your mailbox with a note instead of bringing it to your office.
• Train staff to screen your calls and only give out your private telephone or cell number to selected employees.
• Turn off your cell phone and regular phone when you need to stay focused.

Stay out of the weeds!Leaders need to stay focused on the future and leading staff to their destination. Many great leaders fail because they want to be involved in every detail. Establish goals, coach and mentor staff, teach, guide, and lead. Let staff handle the details of your vision. Set clear expectations and check in from time to time to see how things are going. As Patton once said, “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.” To borrow from the Chinese proverb, the job of the leader is not to give his or her team members fish, but to teach themhow to fish.

Take care of yourself: This is easier said than done, but you need to take care of your body and mind. The simple rules are: exercise, eat the right things, get plenty of sleep, get an annual physical, don’t work too hard, have some fun, and balance your life.

Never stop learning and be open to new approaches and ideas: As a servant leader, I realize that I have a long way to go before I achieve the level 5 leadership model outlined by Jim Collins in his book Good to Great.[xiii] However, as a lifelong learner, I am committed to growing, learning from mistakes, reading books on leadership, attending workshops, and seeking others’ advice and counsel. Even as I take my last breath on earth, I know that I will be learning something new or thinking of a way that I can better myself. Learning and growing can be fun and are necessary to build a true leader.

Now, go and lead!