| Everyone has the potential to become a leader; which | | | | out to become a modern day Attila the Hun and want |
| is a good thing, given the dire need of good bosses | | | | to exercise overt control when it comes to sharing |
| who would actually serve as guides rather than | | | | information, you would do well to make each member |
| overbearing emperors. | | | | of your small business feel like they are a valuable part |
| Here's how you can win hearts and still get your point | | | | of your decision making process. Ask them to give |
| across: | | | | their inputs, encourage them to provide solutions and |
| * A good leader is a good planner: And, a good planner | | | | new ideas and yes, admit your mistakes, if any. They |
| is one who has foresight and takes charge. It is of no | | | | need to know you are human, not Superman. |
| use spending time, money and effort chalking out plans | | | | * Show appreciation and mean it: You may think all it |
| if you aren't informed and well equipped to deal with | | | | takes to boost employee morale is to keep thumping |
| constant ups and downs in the marketplace. When | | | | them on their backs until they finally get slipped discs. |
| you are leading a team or an organization, the onus is | | | | However, in reality, giving them little tokens for their |
| on you to, in the words of Bob Marley, get up, stand | | | | appreciation and recognizing merit by providing a raise, |
| up. Don't just sit there and wait for someone else to | | | | promotion, or a bonus would go a long way in |
| put your plan into action, you need to take that first | | | | establishing their confidence and faith in you as a |
| step. | | | | leader, and giving a 100% to the business. |
| * Vision and clarity: An automobile is useless unless | | | | * Be eager to try out something new: A common |
| there is a terrain on which it can be used. In much the | | | | problem with many leaders is that once an idea or |
| same way, a plan is about as worthless unless it is | | | | strategy turns out to be successful, they tend to fall |
| molded by a vision. True leaders are true visionaries, | | | | back on it a bit too often. This makes your employees |
| and business leadership requires you to have a well | | | | think you are 'stale' when it comes to accepting new |
| defined, realistic goal that breathes life into every plan | | | | challenges and doing things differently. Don't trick |
| you seek to implement. Share your professional | | | | yourself into falling back in that safety net of |
| dreams with your employees or teams, because in | | | | something that's been tried and tested; the hallmark of |
| doing so they will believe in your potential as much as | | | | a visionary is to take risks when needed and to |
| you do. | | | | expect the unexpected with true optimism. |
| * No 'talkathons' please: No one wants a leader who | | | | With these basics in mind, you should also remember |
| loves to give lofty speeches but does zilch when it | | | | that it is imperative to lead and assess yourself while |
| comes to actually practicing what he/she preaches. | | | | you are guiding others. It is alright to falter sometimes, |
| You need to be seen as someone who talks the talk | | | | and a good boss will always have the courage to |
| and walks the walk as well. | | | | accept his/ her mistakes. |
| * Make everyone feel involved: Unless you have set | | | | |