'4 Ways to Foster Your Leadership Skills' by techtello leadership leadershipdevelopment
I have worked with some excellent managers, people who were not only good at what they do but also had great leadership potential. Sadly though, these managers didn’t invest in their own growth. They were so busy attending to the daily demands of the management job - putting out fires, resolving production issues, solving for customer escalation, moving from one delivery timeline to another - that they failed to build the skills required to become a great leader someday.
Any manager looking to grow into a leader needs to do a self-evaluation of their skills to the demands of the role. It’s only by staying true to yourself;, you can embrace the role with openness and curiosity. Developing your leadership style is always going to be a work in progress. There’s no end state. There’s always more to learn. But recognizing a few essential traits can get you started and help you identify if you are ready for the role.
Having faith in their capability while appreciating that they may not have the right solution or even be addressing the right problem. That gives them enough doubt to reexamine their old knowledge and enough confidence to pursue new insights.Do I have the relevant experience to make decisions without complete information? Are there projects and examples where I have demonstrated this ability?
Intelligence, imagination, and knowledge are essential resources, but only effectiveness converts them into results. By themselves, they only set limits to what can be attained. To be reasonably effective it is not enough for the individual to be intelligent, to work hard, or to be knowledgeable. Effectiveness is something separate, something different. But to be effective also does not require special gifts, special aptitude, or special training. Practice effectiveness until it becomes a habit.
Good leaders embrace disagreements. They thrive on disagreements because it gives them the information they need to test their ideas before putting them into implementation. They create a culture in which people feel psychologically safe to share their viewpoints and value differences of opinions. As Amy Edmondson puts it in The Fearless Organization: “Speaking up is only the first step. The true test is how leaders respond when people actually do speak up.
She calls Multipliers as the genius maker - leaders who grow people’s intelligence by engaging with it. These leaders do not try to be the center of attention or worry about how smart they look. Rather, they extract the smarts and maximum intelligence from each of their team members. They speak less in meetings and give space to their people by empowering them to figure out an answer on their own.
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