More often than not, the major difference between someone becoming a great leader, rather than merely an average (or mediocre) one, is often related to certain aspects of their personal attitudes.
In many instances, the single ingredient that has the most significant impact is their willingness and ability to focus on helping others.
In other words, if we seek great leaders, we must seek out and focus on those with certain personal characteristics and attitudes, which emphasize the needs of others, in a focused manner.
These individuals truly want to HELP others, including their followers, supporters, constituents, sponsors, donors (and potential ones), as well as other stakeholders.
It is helpful to better understand what this means and incurs.
1.
Great leadership only occurs when there is a head/ heart balance.
Great leaders should never merely be great thinkers or super - brains, because they need to really care about others.
On the other hand, those who lead with their emotions, and wear their proverbial hearts on their sleeves, risk being reckless, because they often do not clearly understand all the nuances that might be involved.
What is actually needed is striving for a realistic balance between these two aspects, so that they can effectively understand what is needed, create a meaningful and doable plan, that maximizes the potential to successfully address what is important.
2.
Real leaders must earn trust, which means they must avoid empty rhetoric and telling others to do what they say, but rather truly leading by example.
This is often challenging because far too many that ascend to positions of leadership do so because of ego - related issues, rather than because they want to do something meaningful for others.
When someone leads by doing what he asks others to do, and asking them to join him in his efforts to improve something, he becomes more capable of motivating others to believe him, and thus encourages a greater degree of involvement and caring.
3.
Helping means paying particular attention to the 3 L's which include listening, learning and loyalty.
True and meaningful leaders patiently pay attention and thus become effective listeners, so that they are best able to empathize with their constituents, and address their needs and wants.
This obviously potentiates their devotion to, and ability to really learn more, and those who learn more, put them in the best position to take care of what might be needed.
This must create a sense of mutual loyalty (leader to constituent; constituent to leader; and both leader and constituent to the organization).
4.
Nearly everyone would agree how important it might be to plan effectively and well.
However, this requires proactively planning, in order to be best prepared to help others help themselves and their organization.
It's up to each individual who decides to enter into a leadership position to decide what his personal motives are - are they for personal engradizement or to make a difference and help others? If you want to lead, decide if you wish to do so in a great way!
In many instances, the single ingredient that has the most significant impact is their willingness and ability to focus on helping others.
In other words, if we seek great leaders, we must seek out and focus on those with certain personal characteristics and attitudes, which emphasize the needs of others, in a focused manner.
These individuals truly want to HELP others, including their followers, supporters, constituents, sponsors, donors (and potential ones), as well as other stakeholders.
It is helpful to better understand what this means and incurs.
1.
Great leadership only occurs when there is a head/ heart balance.
Great leaders should never merely be great thinkers or super - brains, because they need to really care about others.
On the other hand, those who lead with their emotions, and wear their proverbial hearts on their sleeves, risk being reckless, because they often do not clearly understand all the nuances that might be involved.
What is actually needed is striving for a realistic balance between these two aspects, so that they can effectively understand what is needed, create a meaningful and doable plan, that maximizes the potential to successfully address what is important.
2.
Real leaders must earn trust, which means they must avoid empty rhetoric and telling others to do what they say, but rather truly leading by example.
This is often challenging because far too many that ascend to positions of leadership do so because of ego - related issues, rather than because they want to do something meaningful for others.
When someone leads by doing what he asks others to do, and asking them to join him in his efforts to improve something, he becomes more capable of motivating others to believe him, and thus encourages a greater degree of involvement and caring.
3.
Helping means paying particular attention to the 3 L's which include listening, learning and loyalty.
True and meaningful leaders patiently pay attention and thus become effective listeners, so that they are best able to empathize with their constituents, and address their needs and wants.
This obviously potentiates their devotion to, and ability to really learn more, and those who learn more, put them in the best position to take care of what might be needed.
This must create a sense of mutual loyalty (leader to constituent; constituent to leader; and both leader and constituent to the organization).
4.
Nearly everyone would agree how important it might be to plan effectively and well.
However, this requires proactively planning, in order to be best prepared to help others help themselves and their organization.
It's up to each individual who decides to enter into a leadership position to decide what his personal motives are - are they for personal engradizement or to make a difference and help others? If you want to lead, decide if you wish to do so in a great way!
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