ger named Bubba pulled me aside one day. He could see that I was full of vim and vinegar and wanted to do great things, but that I was frustrated by the “union” mentality. Bubba said to me: “These people don’t work for the company, they work for you! The company might sign the their paycheques, but at the end of the day, they work for you and if you treat’em right, there’s nothing they won’t do for you.”

6) Accept mistakes as your own; take the praise for nothing
As the leader everything is your fault, no exceptions! You are responsible for everything your people do or fail to do. If they fail to meet their targets, it’s because you failed to provide the proper guidance and support. You can delegate tasks and authority, but you can never

1) Create a clear and compelling vision
A compelling vision acts as a beacon of light that keeps your people focused on where you want to go. Napoleon Bonaparte achieved great victories on the battlefield. Part of his success was due to his decisiveness and the decisiveness of his field marshals in making decisions. Napoleon made sure his field marshals knew what to do when they didn’t know what to do. His standing order was: “In the absence of orders, march to the sounds of the guns.”

2) Focus on the future; leave the past behind
A young monk and an old monk come to a river. There’s a beautiful lady standing there who needs to get across. The old monk scoops the lady up in his arms and carries her across the river. The lady kisses the old monk on the cheek and thanks him for his kindness. The young monk raises an accusing eyebrow at the behaviour he has just witnesses; for the Order he and the old monk belong to, forbids any physical contact with women. He decides not say anything. The two monks continue on their journey. After a few miles, the young monk stops to confront the old monk. “How can you live with yourself having broken our most sacred vow of never touching a woman?” The old monk shakes his head and says: “Brother, I left that woman by the river an hour ago. It is you who are still carrying her around in your mind.”

3) Be open and visible
Never mind email, get belly to belly with your people; let them see and feel your presence. Good leaders lead from the front and set the example for others to follow. When I reported in to my first combat infantry battalion, my company commander showed me around the company area. He eventually showed me to my new office: “And here’s your office, but you’ll never see it, because if you’re doing your job properly as a leader, you’ll never be in it. Your place of duty is in front of your troops.”

4) Listen with no agenda
Your people like to be heard and they like to know you’re listening. Listen actively with no agenda other than to listen and understand. Steven Covey tells us, “Seek first to understand, then to be understood.” In order to do that you have to listen. And doesn’t to every now and then let your folks have a “moan” session. They’ll feel better for it. I once remarked to my Platoon Sergeant that our soldiers complained to much. My Platoon Sergeant look at me with a big old grin and said: “Sir, if they ain’t complaining; they ain’t training.”

5) The personal touches matter
Good leaders know their people. They know their dreams and ambitions, their fears and their doubts. They know what’s important to each individual. A good leader cares. The quickest way to endear your people to you is to show that you care. If your people feel you have their best interest at heart and that you genuinely care about them, they’ll do anything for you. I remember, as a young front line supervisor for a group of hard-nosed old style union workers, an old grizzly bear manager named Bubba pulled me aside one day. He could see that I was full of vim and vinegar and wanted to do great things, but that I was frustrated by the “union” mentality. Bubba said to me: “These people don’t work for the company, they work for you! The company might sign the their paycheques, but at the end of the day, they work for you and if you treat’em right, there’s nothing they won’t do for you.”

6) Accept mistakes as your own; take the praise for nothing
As the leader everything is your fault, no exceptions! You are responsible for everything your people do or fail to do. If they fail to meet their targets, it’s because you failed to provide the proper guidance and support. You can delegate tasks and authority, but you can never d

The lady kisses the old monk on the cheek and thanks him for his kindness. The young monk raises an accusing eyebrow at the behaviour he has just witnesses; for the Order he and the old monk belong to, forbids any physical contact with women. He decides not say anything. The two monks continue on their journey. After a few miles, the young monk stops to confront the old monk. “How can you live with yourself having broken our most sacred vow of never touching a woman?” The old monk shakes his head and says: “Brother, I left that woman by the river an hour ago. It is you who are still carrying her around in your mind.”

3) Be open and visible
Never mind email, get belly to belly with your people; let them see and feel your presence. Good leaders lead from the front and set the example for others to follow. When I reported in to my first combat infantry battalion, my company commander showed me around the company area. He eventually showed me to my new office: “And here’s your office, but you’ll never see it, because if you’re doing your job properly as a leader, you’ll never be in it. Your place of duty is in front of your troops.”

4) Listen with no agenda
Your people like to be heard and they like to know you’re listening. Listen actively with no agenda other than to listen and understand. Steven Covey tells us, “Seek first to understand, then to be understood.” In order to do that you have to listen. And doesn’t to every now and then let your folks have a “moan” session. They’ll feel better for it. I once remarked to my Platoon Sergeant that our soldiers complained to much. My Platoon Sergeant look at me with a big old grin and said: “Sir, if they ain’t complaining; they ain’t training.”

5) The personal touches matter
Good leaders know their people. They know their dreams and ambitions, their fears and their doubts. They know what’s important to each individual. A good leader cares. The quickest way to endear your people to you is to show that you care. If your people feel you have their best interest at heart and that you genuinely care about them, they’ll do anything for you. I remember, as a young front line supervisor for a group of hard-nosed old style union workers, an old grizzly bear manager named Bubba pulled me aside one day. He could see that I was full of vim and vinegar and wanted to do great things, but that I was frustrated by the “union” mentality. Bubba said to me: “These people don’t work for the company, they work for you! The company might sign the their paycheques, but at the end of the day, they work for you and if you treat’em right, there’s nothing they won’t do for you.”

6) Accept mistakes as your own; take the praise for nothing
As the leader everything is your fault, no exceptions! You are responsible for everything your people do or fail to do. If they fail to meet their targets, it’s because you failed to provide the proper guidance and support. You can delegate tasks and authority, but you can never

leaders lead from the front and set the example for others to follow. When I reported in to my first combat infantry battalion, my company commander showed me around the company area. He eventually showed me to my new office: “And here’s your office, but you’ll never see it, because if you’re doing your job properly as a leader, you’ll never be in it. Your place of duty is in front of your troops.”

4) Listen with no agenda
Your people like to be heard and they like to know you’re listening. Listen actively with no agenda other than to listen and understand. Steven Covey tells us, “Seek first to understand, then to be understood.” In order to do that you have to listen. And doesn’t to every now and then let your folks have a “moan” session. They’ll feel better for it. I once remarked to my Platoon Sergeant that our soldiers complained to much. My Platoon Sergeant look at me with a big old grin and said: “Sir, if they ain’t complaining; they ain’t training.”

5) The personal touches matter
Good leaders know their people. They know their dreams and ambitions, their fears and their doubts. They know what’s important to each individual. A good leader cares. The quickest way to endear your people to you is to show that you care. If your people feel you have their best interest at heart and that you genuinely care about them, they’ll do anything for you. I remember, as a young front line supervisor for a group of hard-nosed old style union workers, an old grizzly bear manager named Bubba pulled me aside one day. He could see that I was full of vim and vinegar and wanted to do great things, but that I was frustrated by the “union” mentality. Bubba said to me: “These people don’t work for the company, they work for you! The company might sign the their paycheques, but at the end of the day, they work for you and if you treat’em right, there’s nothing they won’t do for you.”

6) Accept mistakes as your own; take the praise for nothing
As the leader everything is your fault, no exceptions! You are responsible for everything your people do or fail to do. If they fail to meet their targets, it’s because you failed to provide the proper guidance and support. You can delegate tasks and authority, but you can never

ion. They’ll feel better for it. I once remarked to my Platoon Sergeant that our soldiers complained to much. My Platoon Sergeant look at me with a big old grin and said: “Sir, if they ain’t complaining; they ain’t training.”

5) The personal touches matter
Good leaders know their people. They know their dreams and ambitions, their fears and their doubts. They know what’s important to each individual. A good leader cares. The quickest way to endear your people to you is to show that you care. If your people feel you have their best interest at heart and that you genuinely care about them, they’ll do anything for you. I remember, as a young front line supervisor for a group of hard-nosed old style union workers, an old grizzly bear manager named Bubba pulled me aside one day. He could see that I was full of vim and vinegar and wanted to do great things, but that I was frustrated by the “union” mentality. Bubba said to me: “These people don’t work for the company, they work for you! The company might sign the their paycheques, but at the end of the day, they work for you and if you treat’em right, there’s nothing they won’t do for you.”

6) Accept mistakes as your own; take the praise for nothing
As the leader everything is your fault, no exceptions! You are responsible for everything your people do or fail to do. If they fail to meet their targets, it’s because you failed to provide the proper guidance and support. You can delegate tasks and authority, but you can never

ger named Bubba pulled me aside one day. He could see that I was full of vim and vinegar and wanted to do great things, but that I was frustrated by the “union” mentality. Bubba said to me: “These people don’t work for the company, they work for you! The company might sign the their paycheques, but at the end of the day, they work for you and if you treat’em right, there’s nothing they won’t do for you.”

6) Accept mistakes as your own; take the praise for nothing
As the leader everything is your fault, no exceptions! You are responsible for everything your people do or fail to do. If they fail to meet their targets, it’s because you failed to provide the proper guidance and support. You can delegate tasks and authority, but you can never delegate responsibility. If your team exceeds its targets, make sure it’s your people who get all the credit for it is they who did the work. And be sure to praise openly and honestly.

Finally, trust your people 100%. As George S. Patton said, “Tell people what to do, not how to do it and they’ll surprise you with their ingenuity.” Let go; trust your people to do the right thing.