When you provide overall feedback to your employees, mix praise with constructive feedback about what they can do to improve.
By mixing your input, you are satisfying a person's thirst for knowing both what he/she is doing well and what he/she can do to continue to improve.
Be sure to always start with the positive when giving feedback.
If you are a leader high up in an organization, or in charge of a large team, learn the names of as many of your team members/employees as you can -- even if that means learning hundreds of names.
And, then, equally important, address team members/employees by name when you pass them in the hall, share an elevator ride, or see them in the parking lot.
Everyone likes to be addressed by their name. And, the impression you'll make by addressing someone many layers below you within an organization by name will be powerful and memorable.
Unfortunately, many leaders don't practice this behavior often enough.
"Great leaders clearly and constantly remind people of their mutual common mission, keep people and resources pointed in the right direction on the right things, and are personally known for what they expect and will do. It's all about mutual commitment, given and returned."
Yes, even leaders make mistakes.
When you do, admit to them and apologize for the negative consequences they have caused your team members, vendors, or customers.
Your ability to admit to a mistake will gain you the respect of your employees.
Create an environment where your employees want to follow you and achieve common goals because they respect you and because they feel a personal relationship with you -- a relationship built on open communication and not one based on your positional power.
If you lead through only your positional power your team will always be fearful of being blamed and being judged, and their personal development and your ability to truly lead will be stifled.
"Most people know someone in their organization who doesn't perform well, yet manages to keep his job year after year. The usual reason, we find, is that the person's leader doesn't have the emotional fortitude to confront him and take decisive action. Such failures can do considerable damage to a business. If the nonperformer is high enough in the organization, he can destroy it."
If you have a nonperformer bringing down your organization, show courage to confront that situation.
Either a person has these qualities or they don't. If they have them, even if they are short on the technical skills, they will likely succeed and grow within your organization. They also are probably prime candidates to be mentored by you.
Use your leadership skills outside your workplace and volunteer in your community.
Being a volunteer sets a good example for your employees and team members. It also helps to enrich your life while you are positively impacting the lives of others.
If you as a leader don't show trust in your employees, you and your team will not achieve maximum results.
Judith E. Glaser states it so well in her book "The DNA of Leadership:"
"Leaders who are secure in their own abilities allow others to display theirs."
If you are a manager or leader, you likely know more than your employees or team members about many things within your business or organization. And, you often have many of the answers.
But, you don't know it all. So, readily admit when you meet with your employees/team that you do not know all the answers. Invite others into conversations. Ask for their input. Value diversity of thought.
Good leaders are willing to modify their decisions as changing circumstances and data dictate.
If you are stubborn about a decision and think that tweaking your decision will be a sign of weakness, think again. In fact, just the opposite is true.
Often, circumstances change and new information becomes available after a decision has been made. If that takes place it is a sign of strength to modify your decision to fit the new situation.
Paying a team member a compliment is powerful.
Even more powerful is repeating a compliment to your team member that you heard from someone else about your team member.
So, if a co-worker, fellow manager, customer or vendor compliments one of your employees, be sure to share that praise with your employee. Then watch him/her smile.
The first day of each month I like to remind us to be good role models. Successful leaders lead by setting a good example.
* Take an interest in your employees.