One of my favorite things to do is to sit back and reflect on my day. I think about what went well, what needs improve, what I said to encourage or offend others, etc. This encouraging, self-critical reflective time is something I’ve done for many years to continuously improve in my personal and professional endeavors. As a result, I’ve compiled some phenomenal learning points about leadership. Though this list isn’t all-inclusive, I believe that leaders at all levels can learn from and apply these effective leadership strategies. These strategies—in no particular order—will help you along your leadership journey regardless of your position or profession! Enjoy!

Who are you?

1. Let your guard down.

Being a leader doesn’t mean you have to be a “stick in the mud.” You can reveal your personal side. The key word is “reveal.” That means you are intentionally sharing personal anecdotes and things about yourself that can help meld the team. Refrain from sharing stories that are too personal (i.e. “bedroom” stories). There’s no going back once some lines are blurred, and you can unintentionally create a new culture that could accept or reject ideals and behavior based upon your personal interactions. Being kind, courteous, approachable, and friendly doesn’t mean you have to befriend everyone and become a people pleaser. Just let people see your human side.

2. Share the moments.

Be physically and emotionally engaged. You don’t have to be the smartest, but as the leader, you’re there to bring the smartest into one room to develop the best solution.

3. Share your personal and professional goals if you want your team to set and achieve personal and professional goals.

You shouldn’t expect your team to refine and streamline processes if you aren’t doing the same. Encourage them to find and refine at least one process a day.

4. Be yourself but adapt your management style to the team you have.

The “one-size-fits-all” approach to management will frustrate your star performers and stagnate your average performers.

5. Be studious.

Study what your peers and predecessors are doing and have done. Try to understand the “why” behind their actions. Be proficient in your profession while studying other professions around you. You’d be surprised how impactful studying to diversify your knowledge and experience leads to creative solutions to complex problems.

6. Be stable and level-headed.

Have you ever tried to follow someone through unknown territory as they speed through traffic lights and make wild turns? I have! It eventually caused me to lose trust in their ability to lead me to my destination. That’s exactly what it’s like to follow a leader who is inconsistent in his or her thoughts and emotions or that explodes or cowers at any challenge. Be intentional about how you communicate with your team. Take some time to digest the problem before leading a deliberate discussion.  

7. Organization is key.

Have a system that allows you to be timely and precise. Don’t allow the daily work schedule to disorient you due to your dishevelment. A leader must remain focused on the mission and not distracted due to an inability to maintain a systematic approach to completing daily goals. Your schedule, or the lack thereof, clearly communicates what or who you deem important.

Who are you leading?

8. Everyone’s background is important.

Get to know people by understanding where they’re from, their family values, their educational background, and their hobbies. This understanding should begin during the early stages of your relationship (e.g. the interview process) and continue as build your relationship.

9. Cancel complaining.

Problems deserve a solution based upon facts, not whining based upon emotions. Encourage open dialogue and brainstorming sessions, and eradicate any signs of complaining. Complaints heard out of context can tear any team apart—regardless of the relationship between the complainer and the person and/or policy. A complaining culture is a toxic culture.

10. Give miracle grow to those who show potential and weed out those who don’t.

“Weeds” (i.e. people who drain resources and refuse to help accomplish the mission) have an uncanny way of strangling progress and discouraging even the brightest and most talented people. Get rid of them and focus your efforts on developing everyone else.

11. Training deficiencies can be remedied, character flaws cannot.

Our inherent job as leaders is to create a nurturing environment where our followers can consistently grow. That means we must have a training or continuing education plan that addresses each gap. It’s important to note that some gaps are caused by “character” flaws. Oxford Languages defines “character” as “the mental and moral qualities distinctive to an individual.” The individual with the character flaw is the only one who can remedy that flaw. I recommend that you meet those flaws head on, and give the individual an opportunity to correct his or her deficiency. However, refrain from sinking all of your time and efforts into trying to reconstitute them. Sometimes, you just have to weed the individual out and move on.

12. Build each other up.

Give credit where credit is due to encourage fresh and innovative ideas. Also, there’s no harm in crediting someone with a “not-so-original” idea. You’ll be surprised what a little encouragement does to spark creativity and momentum.

13. Give your team members a voice.

No one enjoys being a member of a team when their opinions and ideas aren’t valued or heard. Give everyone an opportunity to give his or her unique perspective.

14. Direct feedback beats gossiping every time.

Whether positive or negative, giving feedback about a person in his or her absence is considered gossiping. Words are often taken out of context, so even great intentions can be trumped by misinformation or misunderstood information. Give direct feedback to whom the feedback is about.

How are you leading?

15. Meet problems head on.

Don’t shy away from or delegate hard conversations to someone else. You’re in charge, so you deal with it!

16. Hold the line.

Ignoring substandard performance or behavior creates new, lower standards. Be firm in what you know to be right.

17. What are you doing for the next generation?

Sustainable, long-term success is the ultimate goal, so make sure you are developing processes, procedures, and documentation that enables longevity.

18. Be resourceful.

Resources include people, skills, finances, tools, equipment, capabilities, and more. A professional knows what resource is available to solve any given problem.

19. Instruction, intent, and trust come before verification.

Many of us have heard the “trust but verify” adage, but I’ve witnessed several leaders jump straight to the “verification” phase without giving clear instructions and intent and demonstrating trust that their team will get it done. This is when the term “micromanage” comes to mind as some must control every intricate detail, creating an unhealthy culture. Be deliberate with how you communicate and supervise tasks.

20. It’s a workplace, not a locker room.

Don’t dismiss your obligation to be a professional under the guise of building relationships using “locker room talk.” There’s no return when you allow those conversations to get out of hand.

21. Remember: You’re leading humans, not robots.

That means they have feelings, insecurities, and emotions. Your action or inaction can make them feel left out, overlooked, less than, and discouraged. In turn, you have a less productive team member. Don’t turn a deaf ear to this fact. Get to know your team and pay attention to the human factors. You can’t and shouldn’t attempt to please everyone, but you can create an inclusive culture where people feel safe, heard, and able to contribute to the overall mission. Include, celebrate, encourage, and affirm your team members!