Leadership qualities #1

I have worked under the direction of many great leaders. Unfortunately, like many reading this, I have also worked under the direction of some poor ones. A leader’s qualities have a significant effect on those around them.

Today, I would like to discuss what made one of these leaders so good in his approach. In future posts, I’ll write about many more qualities I’ve observed throughout my career and list common leadership styles to help get you thinking about the style of leadership you may be utilising.

I previously worked in an organisation where long-term staff didn’t take too kindly to new members joining their ranks irrespective of hierarchical designation. This one particular person joined who was tasked as Director. The role was responsible for hundreds of staff. What made him stand out and rememberable to this day, was his approach to those who worked under his direction. When he started, he didn’t go around with an underling to introduce him as the new boss. He took it upon himself to take the time and meet every officer individually. He introduced himself in a friendly manner without making statements of what he was there to change and most importantly, he listened. Some officers used the introduction to welcome him, some used the time to state grievances. He listened to all.

Not only did he introduced himself to each member of the group but he also memorised each person’s name and something unique and important to that particular person. For example, when he entered each morning, he would greet the welcoming officer by name and ask how their family/football team/hobby/interest were going? Because he had taken the time to remember a significant passion of the officer, he had instantly developed rapport with the person. Word spread quickly and staff grew to respect and admire him instantaneously. Another great quality he possessed was he didn’t only want to hear from those who reported directly to him but from staff at all levels. (I have seen this quality demonstrated by other great leaders so note this one down as the view can be very different from a top-down to bottom-up perspective).

For example, officers had issue with a particular rostered shift so before he took action on changing it, he performed the functions of the shift himself, for the set shift duration, to better understand the problem. He was a very impressive leader. I was only fortunate enough to work under his direction for 12 months before he was identified and promoted elsewhere. While brief, his lessons have helped me to employ these practices in my own leadership style. Remembering people’s names and their interests outside of work demonstrate respect which is universal no matter the language or location.

PDR