I find that one of the most recognizable traits of an effective leader is that they bring positive energy to a room. You can feel it the moment they walk through the door. I have been in banquet halls far from the entrance and felt the presence of certain people as they arrived. It’s almost as if a small electrical jolt works its way through the crowd. While most of us aren’t blessed with this type of “rock star” aura, we can certainly notice and work on the effect we have on others. You are either adding energy to the group dynamic or diminishing it. It really is this simple. Leaders must be a source of consistent positive energy if they want to get the most of out of their people.
I’ve met many talented people through the years who struggle with self-confidence and low self-esteem. I don’t know if it is how they were raised by their parents or other environmental factors in their lives growing up, but it is often surprising to see and also a bit sad. Unfortunately, leadership roles aren’t always assumed by the most capable or well intentioned people. I’ve seen the flip side of this issue where people with too much self-confidence put themselves in positions they have no business being in. The leadership void will get filled one way or another.
We all know the danger of rushing to quick judgments or making false assumptions about things, but we continue to do it anyway. I’ve heard many speakers talk about the reptilian portion of our brain that is focused solely on survival and keeping us out of harms way. In essence, we are hardwired for self-protection. However, in a world where our day to day survival is rarely in question, we need to be careful about allowing the most primal part of our thought process to have too much control. A knee jerk or gut reaction to stimuli is often not a wise strategy and can actually end up being problematic.
I am worried that many of our leaders have become way too tactical and reactive these days. Instead of seeing the big picture they are getting mired in the details and forging ahead with actions that will have less than optimal impact on the problems/challenges they are trying to address. Actions should never drive strategy. Strategy should drive action. There are also rarely simple solutions to complicated issues. Sometimes you need to step back and actually think through what you are doing before you do it (especially in times of crisis).