The Actions And Attributes Of A Leader

Trust-Building Practices for Leaders-leader-leadershipLeaders are those who embrace the corporation’s vision and values and serve as role models for their fellow employees. They take pride in their work, the department they work for, and the company they serve. They are enthusiastic and consistently go out of their way to assist coworkers and customers. They act as teachers, students, and friends. They work with their team mates to provide high levels of performance, create new solutions, and improve each day.

They earn the respect of their peers because of their knowledge, skills and, often, outgoing personality. They perform at the highest levels and, frequently, with little recognition. In many cases, they feel great satisfaction when their coworkers and the department achieve higher levels of success and performance.

The importance of leaders cannot be overstated. They are self-motivated and encourage learning. They create an environment in which team members feel valued and appreciated and perform better.

They may use discussion to stimulate ideas and actions of peers or to show appreciation for others. Because they enjoy creating a dynamic environment, they provide unusually high levels of enthusiasm and customer service.

Other rewards that should be given liberally include saying “good job”. This simple gesture indicates to people who you noticed and appreciate their efforts.

Written documentation of a behavior should match the level of the activity. Many organizations have employee feedback forms. These can document a singular outstanding action or a pattern of performance that exceeds expectations. This type of recognition should be used with restraint, so that employees maintain a feeling of being special. On the other hand, the feedback should not be so difficult to achieve that no employee would ever receive it.

As the recognition associated with a reward increases, the significance of the employee’s action should also increase. For instance, recognition at an organizational level, or offering gift certificates or cash rewards, should be used to recognize performance levels that are above and beyond a reasonable level of expectation. These types of rewards are generally given on an annual basis.

Depending on the nature of the recipient and the reward, rewards should be given in person and perhaps in a private environment. Employees gain self-respect from positive feedback of their manager; it improves their confidence, and they feel that their supervisor cares about them and respects them.

Almost all employees demonstrate a better response to positive reinforcement than to criticism. Positive comments elevate their confidence, make them feel appreciated, and motivate them to perform at higher levels.

Like praise, negative feedback, and disciplinary actions should always be performed in a private setting such as the supervisor’s office. Critical remarks diminish self-image and self-respect. This often results in withdrawal, feelings of inadequacy, and decreased performance and customer service. The behaviors are often evident to peers and employees. They reduce the customer’s confidence in the employee and can disrupt the department’s overall service.

Leaders learn how their employees respond to these differing stimuli and adjust their behaviors to achieve the best performance from each individual and the department as a whole.

“The mind is not a vessel to be filled, but a fire to be ignited”



James Dodds
James Dodds
JAMES Dodds is committed to a life time of learning, leadership, and personal and professional growth. Mr. Dodds was first exposed to leadership while completed his MBA in Health Care Administration, with an emphasis on leadership. Mr. Dodds’ career in non-invasive cardiovascular testing began at Spokane Community College, and has continued over a 30 year career. Most recently this path has involved working as a traveler, allowing him to experience differing organizational cultures, new and differing testing modalities. In light of these experiences, James took an opportunity to write a book “The Three Legged Table: Why Every Employee Matters” as a reflection on the experiences and the lessons learned. Mr. Dodds’ future goals include career advancement and growth, preferably in an organization that promotes a leadership culture, and prides itself as a learning organization. Mr. Dodds is looking to utilize the skills, knowledge, expertise, and passion for learning and mentoring to build a dynamic cardiovascular center, and improve the performance and activities of the employees, department, and organization. Mentors build leaders; leaders are the foundation for growth and success.

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