7 Improving leadership skills

There are many myths about leadersleaders are born and not made being a prime example. The
truth is that leadership depends on a combination of elements.

The personal qualities of the leader are indeed vital, as are the needs of those being led and the context
in which they operate. Although there is no doubt that some personality types thrive better in
leadership roles than others, the good news is that leadership skills can be learned. In the same way that
you can work on your delegation skills and team management techniques, so you can develop the
personal qualities you need to be a good leader, like assertiveness and self-confidence. Moreover,
leadership is never a finished product; its an ongoing process that needs continuous nurturing and
refinement.

A lack of assertiveness can hold many people back from developing their true potential, particularly in
the role of leader. It is one of the keys to successful leadership, together with sensitivity, and a thorough
knowledge of the available approaches.

Step one: Understand leadership styles

There are many different styles of leadership. For example, think of three shepherds. The first opens the gate
and walks through, allowing the flock to followthis shepherd leads from the front. Another stands behind
the sheep and pushes or guides them through, demonstrating a supportive leadership style. The third moves
from front to back and sometimes to the middle of the flock, demonstrating an interactive leadership style.

Learn how to apply different leadership styles as this can help you respond effectively in different
situations. For leaders to exist, there must be followers, and the needs of followers change depending on the
situation.

Another school of thought recognises four leadership styles: directive, process, creative, and facilitative. Each
is related to a personality trait (see diagram below). So, being more relaxed doesnt mean you cant be a
leader. You simply have a natural inclination towards a certain type of leadership.

Evidently, certain styles are suited to particular situations. A structured leader is likely to succeed in a
situation where process is important, for example, in running an operation. The relaxed or facilitative leader
may be one who manages a professional group of people. Dominant leaders may be needed in organisations
where there is a real drive for change. Usually a person with a strongly intuitive style of leadership can cope
with most situations short-term.
 You may be able to learn other management styles more dominant, intuitive, or structuredas you
become more confident and practised in leadership. Try to work with your preferred style until you are
comfortable enough to branch out.

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If your leadership skills have been called into question and the people you supervise seem unmotivated
or unproductive, you or your team may be expected to display more commitment. The key to making
this change is to think less about what youre doing, and spend more time planning how you do it.
Think about how your boss and staff perceive youand whether their perceptions are accurate. Make
sure you seek your bosss advice.

Step two: Learn leadership theory

Business leaders need to understand the guiding principles of their own organisation. Leadership programmes,
frequently offered by business schools, provide the foundation of such understanding.

Choose the right course for you. Topics range from business theory to strategic planning to understanding
risk. They might also cover organisational behaviour, which analyses what makes people tick (and, therefore,
how to manage them), and marketing. You might also find classes on marketplace analysis, encompassing
competitor evaluation.

Having well-developed commercial awareness and a good business education will not only give you
confidence, but will also help you command respect from others.

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Once you have learned the theory of leadership, youll need to find an opportunity to put it into
practice. You may want to tell your boss that you feel ready for more responsibility. Demonstrate your
readiness by proposing to lead a specific project or take on a new area of responsibility, where you can
test your skills. It may be helpful to have a mentor to support you at this stage.

Step three: Build self-awareness

Your leadership style is the means by which you communicate with the rest of the organisation. The more
self-aware you become, the more effectively it will work for you.

Areas of self-awareness

Self-awareness means understanding and knowing:

what you are like

 what your preferences are

what your goals are

how other people perceive you and your goals

how you are motivated to achieve them

Try out some of the numerous tests and questionnaires designed to help you explore your personality and
preferences. These are widely available from books, the Internet, consultancies, and other sources.

Surveys can also be useful. Most business schools have valuable data on expected leadership behaviours.

Once youve completed this consultation process, combine the information from all these sources to
establish a benchmark for yourself.

Step four: Learn from other peoples experience

It is often said that knowledge is power. Certainly, a superior level of knowledge will give you an advantage
over your peers, making you more suited to leadership positions. Therefore, you should always look for
opportunities to learn from others expertise. Some of the most obvious opportunities which you should take
advantage of if you can are:

Coaching. This is useful in situations where there are behavioural, skills, or confidence gaps.

Training programmes. Whether developed within or outside your organisation, training can give you an
insight into your abilities as well as expanding them.

Networking. Talking to leaders you admire or simply sharing your experiences with others can help you
gain a greater awareness of the traits required for leadership.

Step five: Broaden your own experience

In the medium term, there are a number of other strategies you can employ to increase your knowledge, your
confidence, and your ability to lead.

Stretch assignments. These are tasks that extend your horizons but have no negative consequences for
your present job should you fail. They are particularly good for people who like to learn on the job.

Lateral transfers. You can develop leadership skills more comprehensively by working in different parts
of the organisation. This will help you gain a better understanding of how the company works (and why) and
provides a useful opportunity for you to work with people outside your comfort zone.

Benchmarking against peers in other companies. By gathering information and advice from people who
work for different organisations, you can benefit from each others experience and measure your progress.

Working outside your comfort zone. You cannot learn if you always stick within the boundaries of what
you know. Take on a project that scares you, challenges you, and offers new experience.
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Many people have trouble transferring leadership skills from outside the workplace into the office
environment. Perhaps the outside leadership role is voluntary, or came about because of a passion for
that particular project or leisure activity. If so, look at what allows you to thrive in your external
leadership role. Understanding such factors as your motivation and the support you receive may help
you to see what is missing at work. Then you can move towards creating the right context there too.

Step six: Apply your leadership skills

Leadership opportunities are often thrust upon us unexpectedly. However, if you have followed the above
steps and prepared yourself properly, you will be in a strong position to make the most of the opening. Here
are a few practical tips to help you get off to a good start.

In most cases, your best bet is to begin with an analysis of the situation. Decide what is needed, and how
you can best achieve it.

Some leadership positions require you to set the objectives for others to follow. In these situations,
scheduling, consultation, and team building are essential to success.

Leaders often need to work as intermediaries between two groupsthose wanting the results (boards or
executive groups, for example), and those who will deliver the results. In this case you need to establish good
communication channels with both parties.

Try to pick teams that have a good balance between competent managers and energetic, loyal team
members. Teams need consistent, positive energy levels to sustain momentum. Therefore, choosing a team
according to the mix of talent required, rather than based on friendships or politics, is critical.

If you are trying out new systems or approaches, surround yourself with the right people, create a
framework for support, and document the process so you can later evaluate what you have done.

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Leadership capability does not emerge overnight; it takes time and practice. Part of the process
involves learning about yourself and your responses to situations that call for leadership. Use this
knowledge to assess what has worked and what hasnt, in order to plan your approach next time.

Common mistakes

You dont realise the changes that a leadership role entails

People often try to retain the relationships they enjoyed before taking on a leadership position. Leaders,
especially those in supervisory roles, must be careful not to let friendships interfere with good judgment. Be
aware, too, that those who know you as a colleague or peer may have a different view of you as a leader.
 You mirror other leaders too closely

People new to leadership roles may try to copy a leader they respect, because the person provides an easy
model. This can create a false impression of what you are really like, or, worse, make you look foolish for
trying to mimic a style incompatible with your own personality. Leadership behaviours come from within.
Understand what it is you respect in the other leader and think about how you can best display that attribute. If
it doesnt work, dont be afraid to try a new approach.

You dont work at it

Many people hope that they have natural leadership skills, and accept leadership positions without proper
training or mental adjustment. This sink-or-swim approach works sometimes, but not always! Building up
leadership skills, increasing awareness of yourself, and developing a positive reputation in the organisation
have much more potential for success. It will also give you more room to make mistakes without losing
credibility.

You mistake public speaking for leadership

Commanding an audience is a great skill, and many leaders have it. However, it is not the sole requirement.
Leaders also need to be problem-solvers and have originality, flair, confidence, self-knowledge, strong
interpersonal skills, the ability to listen, vision, good organisational skills, and so on. The ability to talk a
good fight is not enough on its own.

STEPS TO SUCCESS

Recognise that leadership is a skill that we can all acquire, rather than a natural talent reserved for a
privileged few.

Identify different leadership styles and establish when each one might be appropriate.

Find your own natural style of leadership before developing others.

Learn as much as you can from all the available resources: courses, textbooks, websites, and more
experienced colleagues.

Look for opportunities to acquire and practise your leadership abilities. Be brave enough to venture into
new territory, expanding your experience, building confidence, and developing new skills.

When presented with a leadership opportunity take time to analyse the situation, set clear objectives, and
pick a good team that is competent, loyal, and energetic.

Useful links

Emerald:

www.managementfirst.com/management_styles
Entrepreneur.com:

www.entrepreneur.com

The Leadership Trust:

www.leadership.co.uk

University of Exeter, Centre for Leadership Development:

www.ex.ac.uk/leadership

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