When people choose to follow your leadership (consciously or unconsciously), they do it mostly because of one of two factors: your character or your skills. They want to know if you're the type of person they'd like to follow and if you have the talents to help them advance. There are more variables, but these are the most important. This week, we'll look at the abilities that inspire people to follow your leadership, specifically what an Extraordinary Leader doesn't do.
1. Not Riding Momentum
If you want to improve your leadership effectiveness, you must learn to ride the situation's momentum (positive momentum, of course!). When we start to experience negative momentum, we naturally strive to stop it, which is a wonderful thing to do, but many individuals also try to stop positive momentum. This stems from our fundamental drive to keep everything "under control." Unfortunately, trying to control a situation often results in us stopping something wonderful from happening. So, let go of the reins and enjoy the ride!
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2. Exercising the Privilege of Leadership
There is no denying that leadership comes with perks. And with good reason! The entrepreneur who founded the company should be appropriately compensated and rewarded for the risks he or she took. Unfortunately, human nature still allows people to be resentful of others' success and privileges, even if they earned it through hard labor. As a result, extraordinary leaders will avoid flaunting their privileges because doing so will likely result in a backlash and may even jeopardize their capacity to govern. Share the perks and rewards of leadership whenever feasible, and your followers will adore you even more!
3. Choosing People Who Will Not Endanger Them
Extraordinary Leaders will always want to surround themselves with people who are superior to them! Again, human nature makes us believe, "Wait a minute, if I hire her, she'll put me out of work in no time." Then we choose a lower-quality candidate, while our competitor employs the best candidate and leaps ahead. Choose the best! If they are better than you, you will grow as a team while remaining the leader, and others will admire you for your ability to select - and lead - a winning team!
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4. Not Having a Second-in-Command Who Complements Them
A typical leader chooses someone who is similar to them in order to feel at ease. An exceptional leader chooses someone who can accomplish everything he or she can't, and who can perceive things in ways that they can't. A great leader needs a right-hand person who can complement their abilities and personality. The ancient adage "two heads are better than one" is proven accurate in this case.
5. Not Abandoning Power
A typical leader strives to accomplish as much as possible in order to be perceived as a diligent worker. They believe they can set an example by doing so. If the organization is to develop and make a difference, an Extraordinary Leader understands that they must empower others to perform the work and make the decisions. We must allow others to take charge of their own destiny, even if they fail at first. We can multiply organizational leadership and go even further this way!
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6. Inability or unwillingness to Make Tough Decisions
Leadership entails a great deal of decision-making. Because they work from a subjective perspective, non-leaders dislike making decisions. They aren't concerned with the organization's general health; instead, they are concerned with who will become enraged or lose their jobs. While we strive to be sensitive to these issues, the Extraordinary Leader recognizes that occasionally difficult decisions must be taken for the organization's sake - and they do so. They then transport them. Decisions, according to John Maxwell, are like wailing babies: both should be taken out quickly!
7. Attempting to Avoid Casualties
This is possibly the most important leadership lesson I've ever learned. The Extraordinary Leader understands that whenever the organization makes progress, it will suffer casualties. The lieutenant arrives to inform Maximus that the men are not entirely prepared for battle in the film Gladiator. Maximus notices that the opposing side is ready to move, and if they do not move first, the war will be lost. "The losses will be too many," the Lieutenant begins, but Maximus continues the sentence, saying, "The casualties will be 'acceptable.'" I recognize now that when my organization made significant progress a few years ago, the people who became upset about it were the casualties, and that this will happen whenever a group makes significant progress. We should not seek for or enjoy casualties, but rather accept that they will inevitably occur. So go for it!
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