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Bird leading flock in flight

11 Traits Leaders Must Role Model

Susan stood there eyeing the trash receptacles with disgust and trepidation. The dinner rush had been particularly busy that night and all six of the large trash cans were overflowing. Emptying the bins, with their soggy, putrid contents was the least desirable job at the fast-food restaurant- a job normally pawned off onto the most recently hired member of the crew. I was the manager on duty that night and saw Susan’s hesitance to approach the trash cans. I quickly put on a pair of gloves and walked out into the lobby to join her. Together we were able to quickly rid ourselves of the stinking piles of trash, and get a few laughs in along the way.

I have always studied those around me, and even as a teenager I had noticed that there are two types of people above you in the hierarchy: leaders and bosses.

A boss tells an employee what to do and walks away expecting them to do it. To a boss, it does not matter if the job is fun or not. You are the employee and expected to do your job, go do it.

A leader explains why a task is important and helps their team members get comfortable with the task. A leader is not afraid to get into the trenches with a member of their team, roll up their sleeves, and get into the dirty work.

A leader is a Role Model.

Your team is always watching you and will take on and amplify your characteristics, for better or worse. It is vitally important, therefore, to be a good role model for your team. Model the characteristics you would like to see in your team and your team will reflect them back to you.

The following are 11 characteristics of leaders I have studied, that I have found important to the success of my teams.

Inspire

Many of the day to day tasks we encounter while performing our jobs are mundane, some distasteful. Projects go sideways, and clients can be demanding, but it is our job as leaders to inspire our teams to keep moving forward.

A few years ago I was called in to help a project that was “on fire.” The client was a regional bank and the project manager from the bank had made their lives difficult. Team morale was at an all-time low. Nobody wanted to work on the project anymore, and even the fellow who was leading the project, normally a positive guy, had fallen into the negativity trap. I knew something had to happen, and quickly, or we risked losing the project, leaving a negative view of our company unresolved, and potentially losing team members from our own company. As I examined the state of the project I realized it was a lot closer to the finish line than either side realized. I was able to inspire the team to finish well by showing them how near to the goal they were, and why what they were doing was so vital to the success of the bank’s future.

You inspire people best by linking them to why what they do matters.

Anger

It is inevitable, we all get angry. We must understand how to control that anger, rather than let it control us.

My favorite leaders to work for have had an uncanny ability to channel their anger into something productive, often analyzing the situation and coming up with win-win solutions. Though I am far from perfect, I have found that staying calm when I just want to be angry has helped boost team effectiveness. My team even jokingly gave me a “smooth as a baby’s bottom” award for being cool under pressure!

Make a plan now as to how you will handle situations that anger you in the future

Do not wait, make a plan now as to how you will handle situations that anger you in the future. Proactive planning will help you understand and manage situations properly when they arise.

Project positivity

It is easy to be positive in the good times, but if you are not alert to it, negativity can quickly creep in. Negativity is one of the fastest ways to destroy your team. Be ever vigilant and guard against its encroachment in your team.

Staying positive when things are gloomy can be a difficult endeavor. I have been accused of being a “silver lining guy”, meaning that I can find good in any situation. I highly recommend that you also become a person who is constantly looking for silver linings.

Find the positive and use it to inspire those around you. I promise you, there is always a silver lining to every dark cloud!

Look at them when you converse

Looking at someone when they speak to you, or you to them, sends a powerful message. It says that you care about what they are saying. It says they are valuable and worth the time. Looking at your computer, checking your phone, etc sends a message that they do not matter to you.

Quite often I come across articles saying you should look them in the eye. I have specifically refrained from saying, “the eye” because there are many people who are uncomfortable with extended eye contact. Particularly, eye contact with their boss can be intimidating. You will need to discover each person’s preferred communication style and adjust accordingly. If they like eye contact then, by all means, make eye contact! For those that do not, ask them how they prefer to be communicated with.

Looking at the person you are speaking too communicates that you value them.

Be clear about what you stand for

When your people know what you stand for, they will put more trust in you. A consistent leader is a safe leader.

I try to let my team know what I expect upfront. When potential team members are being interviewed I make it a point to explain the culture of the team and organization. My expectations are clearly made known so the interviewee and I can establish a good fit for the position.

Know and make known what you stand for.

Help with the dirty work

I see many people in leadership positions out there who refuse to do menial work. Those tasks are pushed off to the junior members of the team. This fosters a negative attitude toward those tasks that the entire team will tap into. In the end, with everyone trying to get rid of the task, it will be done poorly. On the opposite side are leaders who are not afraid to get down into the trenches with their people. No task is too small or menial for them. That kind of a leader inspires pride in the team’s work, and will cause team effectiveness to go up.

While in training as a manager at a fast-food restaurant, I noticed that the other closing management staff had a particular struggle with getting the fry bins cleaned. Each evening, after the restaurant closed, a team member had to disassemble the fry station by pulling out the dividers, the drip grate, and removing the oil catch pan. Each piece had to be cleaned and disinfected before it could be put back. It was a nasty, slippery, gooey job that nobody wanted to do, but it had to get done. Other managers hid in the office and threatened write-ups to the crew. It was tough to watch. I knew there had to be a better way. During my first shift as “the boss”, I rolled up my sleeves and tackled the fry bins, then I mopped the floor and closed the registers. Only after the dreaded tasks were done did I sit down in the office to fill out the daily reports. After only a couple weeks of doing this every night there, was a shift in my crew. They understood that I was not too good for the small things and that mindset became contagious. They would race to see who could get the fry bins cleaned out the quickest!

You will not always be doing the dirty work. As the team sees that you will not ask of them anything you would not do yourself they will begin to take ownership of the tasks and allow you to step away.

Do not ask anything from your team that you would not do yourself.

Genuinely care about them as a person

People are not robots, they have dreams and emotions. Humans are designed to be connected. Your team is no different. Your people will watch you to see if you truly care about them as a person, or if you see them as a means to an end.

Here are a few things you can do to show your team you genuinely care about them as individuals:

  • 1:1s that are driven by them. Schedule regular 1:1s and hold that time as sacred. It is the perfect time to check-in and see how they are doing. Find out about their family and hobbies.
  • Give them easy access to you. One easy way I do this is via our internal chat tool. It is a fabulous way not only to be available to them, but the chat history will help you easily call up details from prior conversations.
  • Send thank-you notes. I try to do this quarterly.
  • Privately message them each day to check-in. This has enabled some great conversations with my team. Unlocked new ideas for the business and enabled personal learning as well.

Be relatable

People follow leaders they can relate to. The things you relate to do not need to be work-focused. There are several people on my team with kids, and of them, I am the newest parent. My wife and I waited later to have kids, and the rest of the team with older kids enjoy seeing my 11 month old daughter and sharing their parenting tips. It has created a strong relationship between us.

Do not be afraid to ask dumb questions

The fact of the matter is that none of us enjoy being out of the loop, or not understanding all the details of a project. The reality is that more often than not, we leaders will not know everything about the inner working and construction of a project. That is ok! Your job as a leader is not to know everything, it is to lead!

Your job as a leader is not to know everything, it is to lead!

Do not be afraid to ask questions, even if they seem like dumb questions. Your team will value your transparency. It is easy to spot someone faking knowledge. Your team will rise to the occasion and educate you. Most people seem to enjoy it when their boss asks a question because it is an opportunity to show off their deep knowledge of a subject.

In all my time leading, only twice has an individual reacted negatively to my questions. However, that person was not a team player and had a reputation as a bully. That kind of behavior is not to be tolerated. They need to ship up or ship out!

Do not try to be the best

There may have been a time when you were the best. When I was younger, I was a voracious programmer. I could run circles around many of my peers. The solutions I came up with were often more elegant and had better performance than my teammates. I was on the top of the pile. That was many years ago though. Since then I have focused on becoming the best leader I can be. Paving the way for my team’s success does not leave much time for programming. I had to accept the fact long ago that every individual of my team can now run circles around me, and that is ok.

John C. Maxwell often repeats the phrase, “You have to give up to go up.” Meaning, to move into leadership, you will have to give up some of the activities you used to do. You will no longer be able to be the best at X because you will be focused on Y. Being the best at X means you are not spending time taking care of your team. When I feel dismayed that I am no longer the best, I remember that before I led I could do a single unit of work for every hour I worked. As a leader, each hour I can accomplish N units of work, where N is the number of people on the team. Now my role, and yours too, is not being the best at X, but being the best leader for your team.

Get comfortable not always being liked

I like to be liked. The first time I had a team member who did not like me, it hit me like a piano falling off a 5 story balcony. It hurt, but I had to get comfortable with it. You can spend every minute of your day trying to be liked, but there will always be times when someone just does take a fancy to you. Take a deep breath, it is ok. Your job is not to be universally liked, your job is to lead the team to the best of your ability. Get comfortable not always being liked.

Being a leader is tough! I want to save you the heartache of learning through the school of hard-knocks as I did. If you could use a hand in your leadership journey, head over to https://benlobaugh.com and drop me a line. I help leaders grow through mentoring and coaching. Let me know how I can help you today.

Motivational Checklist Cup

How to help employees gain confidence in their work

I had recently moved from another organization to serve as the Director of Engineering at a rapidly growing startup. The founders brought me in to rebuild the corporate culture, grow and develop a cohesive team, and implement policies that would help us thrive. No doubt entered my mind as to my ability to craft a powerhouse of a department, I had done it many times before on teams with widely ranging skillsets, but here I was the outsider coming in to be “the boss”. I had to win over the team before anything could be accomplished.

The early days were spent getting to know the team and their current processes, which were loosely defined at best, if not completely absent. As a software engineering team that deals with code responsible for hundreds of millions of dollars, it is imperative that code is of the highest quality and error-free. In my experience, peer-based code reviews win out, hands down, over a single engineer reviewing code. The velocity of team skill growth is explosive!

I pitched my new vision of peer code reviews to the team and it was received favorably. I believe that as a leader I should not ask anything of my team that I would not be willing to do myself, so I rolled up my sleeves and hopped into a project with a few waiting code reviews. A good deal of time was spent modeling what a good code review looks like. I was proud of the example I had set (indeed that is how we review to this day!) and merrily submitted the feedback.

During the project stand up the next morning it seemed as if all hell had broken loose. The dev whos code I had reviewed accused me of micromanaging, and several other things not appropriate in polite company. In the end, he told me, in front of the whole team, that my code review made him feel like a “sh*t coder” and we needed to stop them immediately.

I was flabbergasted. This dev had been with the company for a long time and had a strong influence on the other developers. Without his support, I knew the peer code review process was doomed to failure. I had to get him on my side.

After spending some time in thought I pulled the developer aside privately. After validating his feeling on the matter (always important!) I put on my coaching hat and sought to draw out of him the real cause of the outburst. As it turned out, he had a severe case of imposter syndrome. Common amongst developers, it causes them to overlook how skilled they truly are and not have confidence in their abilities.

This developer needed a confidence boost.

At various points in my career, I have experienced imposter syndrome as well, and I bet you have too. From watching great leaders I put together the following three steps that have never failed to bring up a person’s confidence!

Show them the way

Lack of confidence often comes from a lack of knowledge. Pointing out a person’s lack of knowledge will only cause them to become defensive. You must create a positive environment for them to learn and be shaped in. Spend some time letting them follow you around and see how you do it. Explain how you think through a problem and find a solution. This route safely opens the door to the absolute basics, without the person feeling insecure or inadequate in their existing knowledge.

Help them along the way

After they have followed you around they will be ready to attempt to tackle a problem with you by their side. It is crucial at this stage not to leave them. If you step away not they may feel abandoned or falter. Either scenario has the potential to lock them into a shell that will be difficult to draw them back out from. Be with them during this time as a coach and guide. Allow them to lean on your knowledge and experience while they learn to do it for themselves.

Send them on their way

Once they are able to confidently perform tasks with you by their side they are ready for the next step, which is for you to step away and allow them a free hand solving problems themselves. This does not mean they are abandoned and left entirely to their own devices. You still need to make yourself available for guidance and coaching, however, instead of standing next to them, they will come to you.

Successfully working someone through all three of these phases takes time and dedication. All of the software engineers I have taken through this process are excelling at their jobs. I am very proud to look at members of prior teams and see them leading their own teams based on the principles I imparted to them. I fondly recall one guy who was placed on my team and had imposter syndrome so bad that it took him weeks to speak up in a casual team meeting. Within a year he was spearheading internal initiatives and confidently working cross-team to support our clients. What a change!

Internalize this three-step method to build confidence in any member of your team and watch them grow today!

  • Show them the way
  • Help them along the way
  • Send them on their way

As a 20+ year veteran in the web software development world, I know it can be an intimidating place. I am here for you! If you would like to chat with me, or are interested in mentorship, head on over to my contact form at https://benlobaugh.com/contact and drop me a line.

Photo by Jose Silva from Burst

The top 2 qualities you must have to be promoted to a leadership position

Please note that this post contains affiliate links and any sales made through such links will reward me a small commission – at no extra cost for you.

It is a classic scenario- you want to move into a position of leadership, but your boss has passed you up for a promotion, again. You are frustrated and wondering “Why does this keep happening? Do they even care about me here?” 

Wait! Before you dust off that old resume, let me share with you the top 2 qualities that you must have to be promoted to a leadership position.

Quality #1 – Personal Stability and Growth

I have watched many teams succeed and fail over the last two decades. What stands out to me in particular is the leaders on winning teams had a couple things going for them: personal stability and dedication to personal growth.

What is Personal Stability?

When I speak of Personal Stability, I mean that person had a consistent pattern to their life. They are solid and dependable in all circumstances. It is rare that their friends and family were surprised by their actions, and never is there a concern as to their personal safety or sanity.

In the workplace, I know that I can depend on this sort of person day in and day out, because I have confidence that they will be right there beside me– in good times and in rough times. I never worry that they suddenly would not show up for work, or a client or project would be left hanging due to their actions.

Be a stable person.

What is Personal Growth?

In addition to being stable, good leaders also practice personal growth. In their off work hours they learn how to better themself.

I firmly believe that no person can grow professionally without first growing themself personally. If you do not have a drive to improve yourself at home that will not suddenly change when you are on the clock.

Have a personal growth plan, in action.

A great book to read on personal growth is The 15 Invaluable Laws of Growth by John C. Maxwell

Quality #2 – Career Roadmap

While it is true that some people have gotten ahead in life without a plan, I generally ascribe that to dumb luck. Right place right time. If you want to move up that corporate ladder, it is crucial to have a plan, a career roadmap if you will.

A career roadmap does not need to be intricately detailed. Start simple. Let’s say you have been a developer for two years and your goal is to become Director of Engineering. A plausible roadmap may look something like:

  • Gain development skills
  • Get hired as a Junior Developer
  • Get promoted to Developer 
  • Get promoted to Senior Developer
  • Get promoted to Lead Developer
  • Get promoted to Engineering Manager
  • Get promoted to Director of Engineering

As you progress through the roadmap you will discover what is required to reach the next level. If you want to get to the next level,  you need to operate as if you were on the next level.

A Lead Developer is typically responsible for a team. Moving from a Senior Developer to a Lead position is no small jump. You go from being responsible for your own output, to being responsible for the output of an entire team. Not to mention client communication and interfacing with project management, and possibly other departments.

When I consider someone for a leadership position I ask myself the following questions:

  • Where are they going? I.E. What is the career roadmap?
  • Have they asked me for advice on how to get to the next step, or are they blindly hoping they know what it takes?
  • Have they asked for mentorship? 
  • What actions have they taken inside the company to prove their ability?

I mentioned mentorship- that is not a requirement, however it weighs heavily in their favor. For a good portion of my early career I did not have a mentor. It was like the blind leading the blind. Once I found a mentor my growth and leadership ability exploded. A good mentor will provide invaluable insight into where you are now, and guidance for where you are going to.

How to get back on track if you screwed up

A team member I worked with years ago recently called me up for advice. He was trying to get a leadership position in his company, but had been passed over twice for the promotion. As I probed him with questions I learned that there had been an incident in his personal life the previous year that spiraled out of control and had an impact on his work and the company itself. He is very capable of taking on the new role, but his leadership has concerns about his stability. I shared the above advice with him, and a simple plan on how he can overcome the stigma currently attached to his name.

In order to move up, he first needs to restore the trust and faith of his leadership. A great start is being completely transparent with them and bringing them a plan. Here is the plan:

Personal Life

  • Acknowledge and own the issues
  • Share what he did to address the original issue
  • Show the ongoing personal improvement plan and how he will stay aligned with it

Professional Life

  • Acknowledge and own the impact on the company
  • Ask what leadership requires to  show he is ready for the new position
  • Work on a plan, with leadership, to regain status
  • Request mentorship on a consistent schedule. Biweekly is a good starting point

If a member of my team came to me with that plan (and indeed a couple have!) I would certainly be impressed! I want my team to succeed. If you show me your drive and desire for improvement I will move heaven and earth to get you there, as any good leader will.

Pulling it all together

In summary, there are two qualities that you must have to be promoted to a leadership position:

  • Personal Stability and Growth
  • Career Roadmap

If you messed up somewhere along the way, do not fret. Your career is not over. Own your mistakes and work with your leadership on a plan that will get you back on track, and before you know it you will be coming back here to read about the traits of successful leaders!

Know that I WANT YOU TO SUCCEED! If you are struggling to reach that next level in your career and would like advice or mentorship then head on over to my contact page and let me know how I can help. I would love to hear from you.

Photo by BENCE BOROS on Unsplash

Wrong Way Sign

The #1 mistake leaders make when learning to coach their team

In the early years of my career I rose through the ranks pretty rapidly. I had an uncanny ability to see the big picture and work at both a high and low level. I was good, really good. Being good meant that peers began to rely heavily on my knowledge and skills. When there were questions I was who people turned to first.

I worked with big, household name, clients and led teams building mission critical components in their technology stack. At the time, I thought being a leader was about being the most knowledgeable and talented person on the team. The person who could answer any technical question that arose…. Then I was given a non-technical leadership position and dropped into a project I knew nothing about. Suddenly I was no longer the smartest person in the room. A quick realization came over me that, without all the answers, I had no idea what true leadership was. My reality was shattered.

Over the next few months, I set out to learn what it meant to be a leader. The more I studied, the more I came to the realization that the number one skill of being a leader is not having all the answers, the number one skill of being a leader is asking the right questions. That led me to coaching. 

You may be thinking, “what does coaching a sports team have to do with this?” It is a fair question. While I am not sure where the term originated, the coaching I am talking about is the practice of using open ended questions and active listening to draw answers out of the group or individual. One of the core tenants in coaching is a belief that you already have the answer within you, it just needs to be discovered. I was hooked on the concept! I even trained and became a certified coach!

I started using coaching techniques with family and friends. I was blown away by how effective it is, and how much easier it made my life, not having to have all the answers. 

When I Implemented coaching with my team I made the #1 mistake that leaders can make while leading a team. 

I turned everything into a coaching session!

My team saw an increase in confidence, efficiency, and output as a result of my new coaching method, but that only went so far. As with everything, coaching is a tool for leaders. It does not replace your knowledge and experience, nor does it replace your guidance and answers. 

Leaders are needed to build and train teams. Leaders must make decisions and provide input. Only asking questions of your team is doing them a disservice. 

I am still 100% sold on coaching as the primary tool all leaders should master, however it is just that- a tool. I encourage you to learn how to coach well, and to also learn how to mentor, make solid decisions, communicate well, and discipline your team members. The more tools you have available the more effective a leader you will be!

Photo by NeONBRAND on Unsplash

Level Up Your Team with a Few Simple Leadership Principles

Look across the world today, and it is astounding to see what humanity has built. All humans have amazing creative capabilities that can be tapped into to take yourself and your business to the next level. Tapping into that potential requires good leadership and can seem intimidating, but I would like to challenge that preconceived notion with a few simple principles that you can utilize today to level up your people.

It is all about your people.

Your people are your most important asset. Without people your company will not achieve much, therefore before you are a company that does XYZ you need to be a people-building company. What does it take to be a people-building company? While salary and work benefits are important, you might be surprised to learn that they are not the most important. A sense of purpose, belonging, and a feeling of effectiveness in an organization are the primary drivers that will keep people engaged and growing in your business.

Get to know your team.

Creating time to meet with and listen to your people in a relaxed one-on-one environment will build their trust and establish feelings of self worth. During these one-on-one sessions, it is important to listen often and speak little. The purpose is to hear the dreams and passions of your people. Validate their feelings and encourage their ideas and creativity, especially in areas that may challenge you, as that will encourage bonding and create growth within the company. Find out why they are working at your company and what they envision their role looking like over the next one, five, and more years. Help them achieve their dreams, and build them up as leaders in their own right.

Learn the strengths of your people and play to those strengths. Everyone at some point will need to perform tasks in skill sets they are weak in. If they are consistently asked to work in areas of weakness, they will not last long on your team. Find ways to build on your team’s strengths to take them to the next level.

Allow and encourage people to become subject matter experts in their areas of interest and encourage the rest of the team to learn from them. Allowing them to share their knowledge with the team will provide the recognition all humans crave and create great team collaboration opportunities. Additional side effects of this are increased confidence and leadership skills building. Both of which provide immeasurable benefits to your company and the individual.

Trust your people.

Trust is another critical component and it must go both ways, but it starts from the top. Good relationships require implicit trust; and as the leader, it is your job to step up and provide the first offering of trust. Trust is not given if feelings of respect and safety are not also present. Both require time and consistency to build, but it will happen.

As a leader, if you are in a situation where you do not trust or feel safe with your own people or there is a lack of trust among the team, it is a prime opportunity to step up and lead. Noted leadership and business coach Simon Sinek says, “If the leader does not feel safe from their own people, it is because the leader is not taking care of their people.” Change yourself first, and your people will follow.

Failure does not exist.

Humans are humans, and humans are not perfect. If we were perfect, there would be no innovation and the word “sorry” would not exist in our language. No matter how good your people are, at some point, they will come up short. How you react as their leader in this time will define the relationship far into the future. Speak positive, encouraging words, and your people will follow you anywhere. Speak negatively, and you will cause damage that will take significant time and energy to repair.

In my own personal life, I have adopted a motto, “If I am not winning, I am learning.” What do you notice about that statement? I replaced a negative word, failing, with a positive action: learning. Negativity shuts down the brain and brings out defensive instincts. Eliminating the negative aspect and replacing it with a positive causes the brain to open up and think about new possibilities and ways to overcome the issue at hand.

Negativity breeds negativity. If you have a negative attitude towards your people, that negative attitude will be reflected back at you. Luckily, positivity also breeds positivity. By staying positive as the leader, your people will be positive with you.

Overcoming negativity is possible and will require you to change and become the positive person first. At first, people will be suspicious; but with time and consistency, the trust and respect will be earned back.

Celebrate success and partner in weakness.

One of the very best ways to create a positive atmosphere of trust and respect is to celebrate your people’s successes and partner with them in weakness (remember, there is no failure!). The human ego constantly wants stroking. It is very natural that when a project goes off successfully, you want recognition for the success. This applies to your people, too.

Good leaders become transparent during success. Instead of taking glory for yourself, a good leader will elevate and brag about the people responsible for helping create success. This simple action releases feel-good chemicals in your people’s brains that will drive them to more success in the future. Any ego-stroking or glorification you may think you lose in the process will be made up for and magnified in the form of goodwill that you will receive from your team. Your people will strive for even better results in the future, which will increase your team’s standing in your organization and elevate your status as a leader among your own leadership.

On the flip side, in times of weakness, the presence of the leader is most visibly seen. These are the times when your people will be looking to you for your reaction and guidance through the storm. Instead of reacting negatively, a good leader will join the person or persons struggling as a partner alongside them, helping them through the situation and back to success. These times should be seen as times of learning, both for the person and the leader.

At the end of it, the person will have learned new problem-solving skills and gain insight into how to quickly resolve the matter in the future, should it happen again. The leader will have earned greater trust and respect from their person and acquire powerful insight into how to prevent such issues from evolving before they even start. Celebrating the person’s success after one of theses times may be more important than during a completely successful time. Be sure not to skip it at this juncture.

Stay positive in tough times.

In the midst of a tough time, it is easy to lose focus on the big picture and only focus on the negative happening now. A good leader will not get sucked into this mindset and will instead focus on staying positive. Tough times are temporary and should be treated as such. Keeping that in mind and finding the silver lining will do much to boost the morale of your people and will teach them how to react in other tough times. Your people will look to you more than ever during moments of challenge. Stay steady, do not despair, and your team will become a source of inspiration for you just as much as you are for them. By keeping a positive attitude, your team will win together and have some great learning opportunities along the way.

Give lots of compliments.

The final thought I will leave you with promotes not only leadership, but good will in general. That is to give lots of compliments. People love hearing positive things about themselves. A quick compliment here and there can do a lot for morale. It does not even have to be business-related. Maybe they have a cool new pair of shoes or did something helpful for a coworker. Compliments are the bread and butter of happy people!

Wrapping it up.

I hope the above has helped you see that being a good leader is not difficult. Following these few principles will level up both you and your team and you will become a powerhouse in any organization you are part of:

  • People are of primary importance
  • Get to know your team
  • Trust your people
  • If you are not winning, you are learning. Failure does not exist
  • Celebrate success and partner in weakness
  • Stay positive in tough times
  • Give lots of compliments

Now go forth, and lead the world to greatness!

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