Good leader fosters growth

As a business owner, manager or supervisor, you are expected to have the answers. You are expected to lead your staff, but how do you lead with purpose?

Let's start by looking at the definition of leadership: It is the ability to direct, guide or influence. I would like to expand on "influence." Leading with purpose is the ability to influence others to be better and to reach their potential. What leadership isn't is barking orders and instilling fear.

A sign of a good leader is someone who can create an environment that fosters learning and growth. It is an "open door" so that when your staff members fail they can come to you and discuss it openly and you can build them back up. I can remember my first job in human resources. I was very young and inexperienced. I was so afraid to make a mistake. I can remember my boss giving me a huge task that included managing others, most of whom were older and more experienced and as a result had little use for me.

I was so angry that he put me in this extremely uncomfortable position. There were many times I went to him begging him to come in and take over. I tried going in as the "no-nonsense" manager who will tell you what I want and how I want it. Needless to say, I got results, but I did not get dedication, drive, self-motivation and teamwork. Once I changed my approach, I learned to create buy-in. I asked questions, I allowed others to take the lead, we brainstormed and in the end we had a collective vision and goal -- i.e. buy-in.

Since then, I have learned many hard-knock lessons in the art of leading others. I have read many books, blogs and articles on leadership, but there are three books that have resonated with me the most. Ken Blanchard is best-known for writing "The One Minute Manager"; he also has a book titled "Self Leadership and the One Minute Manager." This book focuses on situational leadership, which means there is no "one-size-fits-all" management style. Managers have to work with their team members one-on-one to learn the best way to communicate and manage them. The book also emphasized the importance of asking your team members what motivates them. It could be a number of things.

Here are a few examples:

--Job security.

--Public acknowledgement of good work.

--Promotion/growth.

--Pay.

--Challenging work.

--Being included in decisionmaking.

The second book is "Cut to the Chase" by Stuart R. Levine. One of Levine's 99 rules is to "Make sure everyone has the map." He gives an analogy of being on a road trip with another car and if that driver doesn't know where she is going, she has to follow you; however, if you were to tell her the destination, she might take a few different turns along the way but still would get there. If your team members know the goal, then their business decisions are more likely to support the goal.

Also, "Know their work style." Ask them what time of day they feel they are most productive. What is their preferred method of communication? Knowing these things can improve work relationships and productivity and minimize confusion.

"The 7 Habits of Highly Effective People" by Stephen R. Covey has been a staple throughout my professional career. I've used it as a reference at various times. Habit No. 4, "Think Win/Win," is a great example of a paradigm shift. We have to approach management as people working with people, not as a dictatorship. Win/win is about working together to achieve something that is mutually beneficial/satisfying. Covey argues success is more likely when working together as a team vs. competing against each other. He says "the moment you step from independence into interdependence in any capacity, you step into a leadership role."

As owners, managers and supervisors, we have an opportunity to be an integral part of someone's professional growth and development. That boss I told you about was a pinnacle in my development, and I will always be thankful for the influence, guidance and win/win he brought into my professional life.

I will end with this great quote by Dwight Eisenhower: "Leadership is the art of getting someone else to do something you want done because he wants to do it."

Pat Eardley is a human resources adviser with more than 16 years’ experience in human resources management. She supports small-business owners, allowing them to have more time by focusing on creating a successful business environment for them and their employees.

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