It’s a common tune that people leave managers, not companies. Jim Clifton from Gallup says,
“The single biggest decision you make in your job — bigger than all of the rest — is who you name manager. When you name the wrong person manager, nothing fixes that bad decision. Not compensation, not benefits — nothing.”
So, what traits do good leaders of our time display?
Many leaders think they ought to appear tough and unshakable. But with the current shift of the business climate and values, there’s an emerging skill that trumps both confidence and charisma: vulnerability.
When leaders are honest, aware of their limitations and upfront, then all organizations are better off than when their leaders are focused on how they look or creating a false sense of certainty that isn’t really there.
If leaders are honest and vulnerable with their team, then this goes a long way towards building trust as well as creating sincere and open connections that make employees feel encouraged and supported.
2. Shared Accountability
Bad ladders shift the blame and cast responsibility on others to protect themselves and save face. However, managers that keep their employees are more focused on finding solutions to problems rather than just trying to point the blame.
The next time you’re faced with an obstacle, try flipping the script from “who created this problem?” to “who wants to help me fix this problem?”
By sharing in the decision-making process, your team will feel a sense of contribution and responsibility for leading the organization in the direction of growth. This will make them feel more engaged, included and valued.
DDI’s high-resolution leadership research says that empathy is one of the most critical drivers of overall performance for leaders at our time. Specifically, it says that leaders who listen and respond to others with empathy create better results for themselves and their team.
It makes sense. A leader who shows empathy towards others will naturally create stronger relationships as well as promote open communication and productive collaboration.
The more people feel understood and supported in their role, the more they’ll enjoy what they’re doing, the more they’ll be willing to take on new things, and then ultimately their performance will rise.