Seven traits of great work­place lead­ers

There are scenes in cer­tain movies that al­ways leave me with goose bumps. Whether it’s Mel Gib­son in Braveheart ask­ing “will you fight?”, Win­ston Churchill of­fer­ing his “one word: vic­tory”, or Al­bus Dum­ble­dore im­plor­ing “fight and fight again”, see­ing a g

Business First - - LEADERSHIP -

I’ve been lucky to have some great bosses when I was in ju­nior roles in cor­po­rate Aus­tralia, all of which have shown at least a num­ber of the seven traits be­low, traits that I do my best to em­body at Found.

1. Great bosses don’t take credit for oth­ers’ ideas, they give oth­ers credit for their own ideas.

I’m sure we’ve all ex­pe­ri­enced this when we’ve been work­ing with medi­ocre man­agers. One of the ju­nior team mem­bers will come up with an in­spired new ap­proach to a prob­lem or gen­er­ate in­sight which the team hadn’t pre­vi­ously shared. A medi­ocre man­ager will claim this as their own, a great leader will help that per­son develop the ap­proach or in­sight to ma­tu­rity, then give them full credit for the achieve­ment.

2. Great bosses shoul­der fail­ures but share suc­cess

Like the fa­mous desk sign ‘the buck stops here’, good bosses are will­ing to own the out­put from their team, with­out ever feel­ing the need to pass blame for any fail­ure down to more ju­nior mem­bers of their team. Great bosses go fur­ther.

3. Great bosses in­spire their teams to do what needs to be done, in­stead of telling them to do what they want

While a good man­ager will ef­fi­ciently and clearly del­e­gate a list of tasks, and see that they’re per­formed by their team, a great boss goes be­yond this. In­stead of pro­vid­ing a list of tasks, they will fo­cus on what the team needs to achieve, and make ev­ery mem­ber un­der­stand how their part is vi­tal in the suc­cess of the over­all goal. Not only will ev­ery­one know ex­actly what they’re do­ing, they’ll know how to do it and why they’re im­por­tant and val­ued.

4. Great bosses have teams who work “with” them, not “for” them

One of the best bosses I ever worked with re­fused to use the term ‘works for me’. Over the years that I was in his team, he con­sis­tently in­tro­duced his team as peo­ple he worked ‘with’, rather than those who worked ‘for’ him. In prac­tice, this also meant he never asked some­one to do some­thing that he wasn’t will­ing to do him­self.

5. Great bosses are con­sis­tent, yet flex­i­ble

We’ve all worked for some­one in the past who’s overly-bound by process, or who can only be re­lied on to change their mind on a reg­u­lar ba­sis. Great bosses have a clear view on what they want their team to achieve, mean­ing that they’re not only con­sis­tent in their goals, but are will­ing to chal­lenge the sta­tus quo and pro­vide flex­i­bil­ity for their team if it in­creases the prob­a­bil­ity of achiev­ing the de­sired out­come.

6. Great bosses aren’t afraid to hire peo­ple who are more tal­ented than they are

Great lead­ers sur­round them­selves with the best peo­ple they can find, never be­ing afraid that they may one day be ‘up­staged’ by some­one who works for them. This con­fi­dence in­spires the team, and en­sures not only their own suc­cess, but the suc­cess of the peo­ple around them.

7. Lead­ers cre­ate other lead­ers

Con­fi­dent and suc­cess­ful lead­ers aren’t afraid to build the ca­pa­bil­ity of those around and be­low them. Like great teach­ers, they al­ways hope that peo­ple they come into con­tact will be at least as suc­cess­ful as they are.

While we may never be lucky enough to come into reg­u­lar con­tact with a real-life Braveheart, Win­ston Churchill or Al­bus Dum­ble­dore, many of these traits are as rel­e­vant to the new­est trainee as they are to a sea­soned cor­po­rate leader. Af­ter all, any­one who can start act­ing like a leader in their ev­ery­day life will un­doubt­edly end up in a po­si­tion that recog­nises these traits. An­drew Joyce was pre­vi­ously co­founder of mo­bile re­fur­bish­ing busi­ness, Ri­furb which turned over $25 mil­lion in its first twelve months. He is now three years into his sec­ond ven­ture as co-Founder at Found Ca­reers, a jobs app tak­ing on the $11 bil­lion dol­lar Aus­tralian re­cruit­ment in­dus­try by con­nect­ing mo­bile job seek­ers with em­ploy­ers. He es­tab­lished Found Ca­reers in 2015, which has rapidly be­come the lead­ing plat­form for mo­bile job­seek­ers. www.­reers

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