Schlagwort-Archive: Leadership

six key behaviors that bold leaders regularly demonstrate

In times of uncertainty, the human instinct often leads us to use solutions that are safe and tested rather than stepping into the unknown.

As such, many leaders find themselves reacting to uncertain economic forecasts by cutting back rather than proactively investing.

It is precisely in times of uncertainty that organizations need bold leaders to align investments, source top talent, and foster innovation in order to gain a competitive edge.

Findings from the 2016 Deloitte Business Confidence Report show that more than half of all surveyed CXOs (C-suite) and CXO successors (CXOWs) believe they do not have the bold leadership they need at the highest levels of their organization.

The report, based on data from hundreds of cross-industry leaders, identifies six key behaviors that bold leaders regularly demonstrate.

Bold leaders regularly:

1. Set ambitious goals

Bold leaders demonstrate a relentless desire to excel and are able to create environments that stretch people to go above and beyond their natural limits. While adopting a more conservative approach for the overall business may be a smart play during periods of uncertainty, maintaining aspirational goals in those high-priority business areas can help sustain increased effort and motivation.

For example, during the 1980s, product delays and challenges in memory production led to a period of significant financial strain at Intel. During this time, the company implemented what they described as „the 10% solution,“ a request that their employees provide 10% greater effort despite 10% cuts to their paycheck.

While this was clearly a tough ask, most team members rose to the occasion, investing additional time on the products and pursuits that formed the backbone of the company’s success, leading them out of the woods.

2. Propose ideas their company might consider controversial

Widespread change simply cannot occur without challenging the status quo. Bold leaders do not let initial resistance prevent them from pursuing new ideas and pushing for needed change. However, less than half of CXOs and CXO successors reported proposing controversial ideas in their own organization. While groupthink (excessive focus on consensus) is problematic in any business, it can be particularly crippling during periods of unease, as it may give competitors a chance to step in and gain market share.

Founded in Wales the early 1950s, Laura Ashley’s clothing conjured up images of tea time in the English countryside. Founders Laura and Bernard Ashley maintained tight control over the business as it grew from a single shop to 500 stores worldwide. After Laura’s death in 1985, Bernard worked to keep her legacy alive, as Harvard Business Review reported.

However, times had changed, as had fashion. Women were entering the workforce in significant numbers and wanted practical, professional attire, and competitors were offshoring production to reduce labor costs. The company hired a consultant to update the brand and instituted a variety of cost-cutting activities, however, the 11 CEOs who took the reins over the next 15 years were slow to challenge the company’s beholden practices.

In the late 2000s, the company changed course to focus on furniture and housewares. This bold change invigorated a stalling business and serves as reminder that a willingness to challenge existing practices can determine a company’s survival over time.

3. Invite feedback from colleagues at all levels of seniority

Creating sustained improvements involves solutions that serve everyone’s interests. While quick action and decisiveness are often associated with bold leadership, these traits can isolate leaders and alienate their people. The most effective leaders seek feedback in a proactive and iterative fashion, incorporating the ideas they receive into synergistic solutions, paying attention to feedback that comes from both junior and senior colleagues.

When Alan Mulally took over as president and CEO of Ford Motor Company in 2006, he faced a tough reality. Ford was facing lost market share and serious production problems. In an effort to address these problems head on, Mulally began encouraging his team members to speak up about challenges early and often, rather than waiting to see if they could fix them alone. The leadership team, filled with independent and highly competent individuals used to managing their own operations, was initially slow to respond to these requests.

As they made the transition, Mulally served as an energizing and positive force, and when the team began respond, he was quick to praise their honesty and offer help, rather than assigning blame. By breaking the classically stoic leadership mold and inviting open communication from his team, Mulally was able to proactively overhaul Ford during the 2008-2009 recession and avoid the direct government intervention imposed on so many of their competitors.

4. Innovate and look for new ways of doing things

For bold leaders, the opportunity to drive improvements outweighs the fear of failure. They tend to remain open to a wide range of possibilities, constantly experimenting and never allowing themselves to be completely satisfied with the current approach. While nearly 60% of CXOs and CXOWs surveyed report that they look for new ways of doing things on a regular basis, fewer than 46% of CXOs and CXOWs said they propose ideas the company might consider controversial.

Ed Catmull, the cofounder and president of Pixar, is well known for embracing an experimental approach to his work. He freely acknowledges that all Pixar movies „suck“ when they are first conceptualized, and that is only through thousands of storyboards that the final product starts to come to shape.

Throughout the design process, Pixar employees are constantly experimenting with new approaches to get the designs right, often scrapping years of work if a vision doesn’t come together as effectively as expected. This is best embodied by John Lasseter, Pixar’s chief creative officer, who says, „we don’t actually finish out films, we just release them.“

5. Take risks

A willingness to step forward in the face of ambiguity enables bold leaders to respond quickly to new trends and proactively redefine the market. With only 34% of respondents in the Deloitte survey reporting that they take risks, this is clearly a concept that is easy to understand but hard to put into practice. Leaders who find ways to take risks while considering the importance of context find themselves on the cutting edge and hone their ability to develop a competitive advantage over their more cautious peers.

Jeff Bezos, Amazon’s charismatic and challenging leader is famous for setting a punishing standard for his teams, and has created an environment in which risk is encouraged in the pursuit of improved performance. Stephenie Landry, an operations executive, became a famous example of this after proposing an idea to ship items to urban customers in an hour or less. Less than four months later, this previously mid-level manager launched Prime Now, a service which is pushing the envelope in the industry for delivery speed.

6. Build strong teams and empower them to success

While many leaders focus on innovating their products and services, they often forget that the ideas for these innovations come from their team members. Additionally, leaders are often fearful of a looming brain drain, expecting their top talent to flee for more innovative, technology-savvy companies.

An eyebrow-raising 63% of CXOs and 80% of CXOWs surveyed feel that 1 in 3 or more of their best managers will leave before joining the senior ranks. Bold leaders appreciate that employees need ample opportunity to practice and experiment if they are going to excel. As a result, they think carefully about their team composition, the conditions that foster growth, and how to provide support in the form of both mentorship and sponsorship.

Leaders who provide a solid base of support and an opportunity for challenge aid their organizations in the ongoing war for talent. In addition, the increased loyalty they foster often leads to retention and in turn, attracts other top talent.

One of the greatest challenges facing companies today is the fact that physical separation and heavy reliance on e-mail communication can undermine effective team dynamics. To improve team harmony and prevent frustrations that can lead to a staff exodus, Dharmendra Modha at IBM developed a detailed contract for each product describing each team’s responsibilities and identifying how the product would work in conjunction with products from other teams.

As a result, each team member feels they are working towards a common purpose. In addition, if groups propose different approaches to solving a problem, he divides the team and has them each pursue their idea. Objective testing identifies the best solution and encourages staff to experiment with the approach they think will work best rather than succumbing to groupthink.

In reading these stories, it would be easy to equate bold leadership with courage — attributing it to personality or temperament. This is particularly true in times of uncertainty, where being bold feels exponentially riskier, but this framing doesn’t tell the most important part of the story.

While some of the elements listed above may come naturally, those that don’t can be developed by understanding and incorporating what the most effective leaders focus on into your own decision-making process. Effective leaders are not great because they are willing to jump blindly or rashly into the unknown, but because they know how to think through complex challenges and know specifically what to think about.

This approach involves an ability to quickly identify the most relevant variables in any situation and prioritize action. Combine this knowledge with a willingness to experiment and a high standard for success and you have a leader who can confidently launch new products and services and adjust people processes in the face of uncertainty.


13 qualities that will help make you a great business leader

Bad leadership is the root cause of why millions of people across the world do not enjoy going to work every day.

Good leadership provides the confidence to overcome hurdles. Good leadership encourages people to think big.

Good leadership inspires people to become the best they can be and creates a platform that enables people to showcase and begin exploiting their true potential.

A story about bad leadership

In my mid-20s, I experienced bad leadership within a blue-chip company. I’m not exaggerating when I say my last three years at that company were the most frustrating, confusing and even angriest period in my working life.

I was ambitious. I felt like I had a lot to offer my employer. I wanted to push myself; to take on new challenges. I challenged the status quo. I didn’t just come to work to do a job – I wanted to make a difference.

I wanted to climb the ladder and increase my influence on those around me.

Unfortunately, my manager (for their own reasons) wasn’t prepared to embrace my passion, drive, determination and creativity.

I would regularly have to explain myself and my ideas. The feedback I got was most often negative and conclusive:

  • “This isn’t going to work.”
  • “There are other people that look after that.”
  • “This isn’t part of your job description.”
  • “Why don’t you just concentrate on your job?”

I would often speak to people close to me to try and help me understand why my manager was entrenched in managing me in such a negative, condescending way.

The general consensus was that my manager was probably afraid of my ambition, afraid that I may outshine them.

What a crying shame that is.

The nail that sealed the “I don’t ever want to experience bad leadership again” coffin was when a new role was being created in our growing team.

It was a role that I felt I had the drive, passion and willingness to move in to and succeed in. It was a natural progression for my career.

I was ready to stretch myself, I was ready to take on more responsibility. I was ready to increase my influence and impact on this blue-chip business.

What was the feedback from my manager when I went to them expressing my interest in this role?

We are going to look to bring someone in from outside the business. We want someone with more experience than you. It’s okay, there will be other opportunities for you in the future.

Now my manager may have thought that dangling this carrot may have been enough to pacify me.

As it turns out, I had stopped reaching for the carrot a long time before this exchange. I knew I was simply not going to be given the opportunity to exploit my potential with this manager.

Around half-way through this three-year period of experiencing bad leadership, I started to ask myself these questions:

  • “Why am I letting my manager hold me back?”
  • “How am I going to break free from this?”“
  • What more do I have to offer that I’m not being given the opportunity to do?”

Unbeknown to my manager (whom I would continue to work for during the next 18 months), I made the decision that I would start taking control of my own destiny. I made the commitment to myself that I would no longer be held back.

I decided that I was going to work for myself. I started moonlighting in summer 2004, and in summer 2006 I handed my notice in.

I made a commitment to myself that I would never experience bad leadership in my career again.

A story about good leadership

It wasn’t until a few years in to being a freelancer that I started to consider the potential of hiring someone.

My immediate thoughts were that if I do get in to the position of being able to offer someone a job, I was absolutely determined that my management style would be the complete opposite of what I had experienced.

There is a well-known saying in business and leadership: “behaviour creates behaviour.”

In addition, we all know how ideas, beliefs, experiences and perceptions all get ingrained within our minds over time. We also know how hard it can be to embrace change.

For me, although I had never experienced good leadership, never mind truly inspirational leadership, I knew what bad leadership was and I was committed to doing things the right way.

“Anyone who I manage and lead will be given the opportunity to exploit their true potential” was running through my DNA.

It was in early 2008 when I hired my first employee. Since then, I have dedicated time and energy into developing a leadership approach that is true to my aim above.

Here are some of the key attributes of being a good leader, alongside lessons that I’ve learned…

1. Hire exceptional people that have the potential to outshine you

The complete opposite of what I experienced. This ethos has been the key to the growth of my business.

Everyone benefits too, as exceptional people are working alongside exceptional people.

Some teams just work together. Good teams do great things together. Great teams grow together.

2. Praise your team regularly

In the hustle and bustle of daily life running a business and managing people, it can be very easy to miss out on providing praise and recognition when a team member goes above and beyond – or they just do something in their job description exceptionally well.

I have learnt just how important and valued it is to provide praise to individuals, both one-to-one and in a group environment.

After all we just want to do a good job and be respected, right?

3. Catch people in

Not only have I realised the importance of praising individuals, a lesson I have also learnt is how important it is to simply “catch people in”.

The small things people do, the ideas they bring to the table, the creative way they are thinking.

Highlighting the smaller details which add value to the day-to-day running of a business will encourage your team to speak up and champion larger ideas going forward.

Never underestimate the importance of people feeling valued.

3. Take time to find the right people

You’ve heard the saying, “hire slow, fire fast”.

Thankfully the second part isn’t one I have encountered regularly (though the phrase is applicable in a business case) but certainly hiring slowly has been a cornerstone of how we have built the team.

Remember that exceptional people are out there, you just have to be patient to find them.

4. Trust people

When I employed just three people, I published an article titled ‚11 Values That Are Helping Me Build a Great Team at PRWD‚.

In many ways it is the beta version of this article. Point three was “have complete trust in new team members straight away” and this is so important.

Trust your staff and see them flourish with the responsibility you have given them.

5. Throw people in at the deep end

As a direct follow-up on from hiring slowly, taking your time to find the right seat (or as one of my mentors Lily Newman champions, “get the right people on the bus”) can and should lead you on to having the opportunity to put new team members in the limelight very early on.

When it comes to whether a new starter will sink or swim, have faith they will swim.

6. Encourage people to push themselves

Some people have a natural hunger and desire to push themselves.

They want to embrace change, they want to take on new challenges and go outside of their comfort zone. Many people don’t have this natural hunger.

People have a natural tendency to think less of their skills, experiences and ideas compared to those around them.

If you don’t provide everyone – irrespective of their natural hunger – a platform and opportunity to open their mind, you are likely missing out on valuable insights to help your business, and the chance at helping your team realise the potential you see in them.

Every human has the ability to offer more than they think – they just need to be inspired to go outside their comfort zone and think “what if I…”

7. Create ways for people to fast track their careers

One of the things that genuinely gives me goosebumps is when I see my colleagues doing things which they probably expected to only be doing years later – or not even at all.

One of the areas we explore during the interview process is the candidate’s response to changes in their life, and what they feel about facing up one of humankind’s biggest fears, public speaking.

I have been doing public speaking since 2009 and I am often able to provide my team with speaking opportunities within their first year of working in the business, something which took me over five years to reach.

Leaders should harness what they have to help their team achieve things far quicker than then did.

8. Embrace the 34-hour working week (or don’t let the business completely consume your team)

I run an agency and there are few if any agencies who have a 34-hour working week. In fact, there are few businesses globally who have a 34-hour week.

For me, even before I became a father for the first time, having a healthy work-life balance was crucial for me.

There was no way I was going to let running a business mean I didn’t have much of a life outside of my business.

There is no work-life balance – there is just a life balance that you have to work on.

9. Be human

Some would look at my leadership style and come to the conclusion that I’m a little too open; maybe I share too much.

The way I see it, I am just being a leader who isn’t afraid of exposing his weaknesses and explaining what he is working on in order to become a more positive leader.

In this age of robots and artificial intelligence, being relatable and communicative with my team leads to stronger team dynamic; one built on trust and understanding.

This will lead to a team working together and for one another, rather than simply logging their hours and ticking boxes.

The more human you are, the more you connect with your team.

10. Be approachable

It is easy to get consumed with the day-to-day activities of running a business. It is easy to be in your “leadership bubble” and want to focus on just what is in front of you.

Some people may perceive this as ‘unapproachable’.

For me, I have learnt that being approachable, giving my team the confidence that, irrespective of their role or position in the business, they can come and talk to me, is invaluable.

It ensures I am staying connected with my team, even when new levels of management are being created.

Never underestimate the value of being approachable by any member of your team – it brings you even greater respect from everyone.

11. Be genuine

I have to hold my hands up and say ‚Be Genuine‘ is one of my company’s brand values, alongside ‚Be Expert‘, ‚Be The Change‘, ‚Be Experimental‘, ‚Be Open‘ and ‚Be Happy‘.

Being genuine and having integrity is absolutely essential if you are to create a culture that empowers people to want to be the best they can be.

Being frank and honest and showing some of the inner workings of the business, whether good or bad, isn’t a case of “showing too much” or “worrying your team” – it is simply demonstrating that you are real.

With your team believing in you and sharing in your vision as a result, it will only help you and your business grow and flourish.

Don’t try to be someone that you aren’t – just be yourself and you will be respected.

12. Be transparent

I have huge amounts of admiration for the brand Crew. It is one of the most open and transparent businesses I have come across.

The leadership style within Crew is the complete opposite of the vast majority of businesses.

It reminds me of one of the statements from the exceptional book ‘REWORK’ that has stayed with me for a long time – “out-teach your competition, don’t be afraid of explaining how you do what you do – customers will respect you and come to you.”

Expose areas of your business that will encourage your team to have a greater sense of belonging.

13. Have humility

One of the greatest lessons I have learnt during my entrepreneurial journey is that no matter how much knowledge and experience you amass, you should never disrespect or disregard the ideas and opinions of other people.

Always provide people with the opportunity and confidence to share with you their very best ideas, especially if it’s in a subject area you aren’t an expert in.

Humility is actually the cornerstone of my article “Re-invented HiPPO”. The new HIPPO entails a list of attributes to which we should all aspire: Humility, Integrity, Passion, Positivity and Openness.

Respecting other people is one of the greatest ways to build trust and confidence.

Ask Yourself These Questions Weekly

The art of asking questions is the source of all business success.

Whether you’re running a business, an aspiring entrepreneur, or somebody with big dreams, achieving requires that you have goals, plans, and a way to hold yourself accountable. If you really want to stay on track, a weekly check-in can be a valuable tool.

Spend some time every week with these important questions and keep your momentum going!

1. What did I learn from last week? If you’re determined to learn, no one can stop you. If you’re unwilling to learn, no one can help you.

2. What was my greatest accomplishment last week? Every accomplishment gives you a win, lending you confidence and motivation.

3. What have I struggled with in the past that might affect the upcoming week? Today’s struggle is developing the strength you need for next week.

4. What’s the first thing I want to accomplish this week? If you know your number one goal, you can spend your time concentrating on your priority.

5. What can I do right now to make this week go well? Good planning makes your odds of success much higher.

6. What can I do right now to make the week less stressful? If you know what stresses you out and you see what’s on the horizon, you can brace yourself for pressure.

7. What was the last week’s biggest waste of time? Identify the useless things that take up your time so you can avoid them.

8. How will I make sure that what I want to achieve gets done? What can you do this week to make sure you’re moving toward your goals? Make a plan for the groundwork to be in place.

9. Why is this something I want to achieve? Staying in touch with your why leads you naturally to your how and what.

10. Have I been sabotaging myself? Keep a careful watch out for your inner saboteur. Don’t let it set you back or slow you down.

11. What have I been putting off? Everyone procrastinates–but what do you really need to get started on?

12. What opportunities are still on the table? Try not to let an important opportunity get past you.

13. What do I want to change? Stay committed to your goals but flexible in your approach.

14. What steps are complete? Arriving at one goal is the starting point to another.

15. Is there anything more I need to be doing? Anything you haven’t already tried is fair game. You never know!

16. What do I think is stopping me? Forget all the reasons it won’t work and believe the one reason it will.

17. What roadblocks do I expect? Plan your detours in advance and a roadblock is no big deal.

18. What obstacles are getting in the way of my success? Remember, obstacles are the things you see when you take your eyes off your goal.

19. What should I be doing differently? Don’t be afraid of looking for a better way. Be afraid of not exploring anything new.

20. How am I making an impact? Are you doing what you were born to do?

21. What am I most grateful for? Even in the darkest hour, here is always something to be thankful for.

22. Is there anyone I need to thank? Who do you need to appreciate and acknowledge?

23. How will I know I’ve achieved success? Success is not the key to happiness; happiness is the key to success. If you love what you’re doing you will be happy AND successful.

24. What am I looking forward to? The answer to this question will get you motivated for next week and help you stay energized.

Spend some time with yourself every week taking stock, and you’ll never feel out of touch with where you are, where you want to be, and what you need to be doing.

Silicon Valley legend Bill Campbell – leadership advice

Bill Campbell, widely known in Silicon Valley as „The Coach,“ died on Tuesday after a long battle with cancer.

Before entering the tech industry, Campbell served as head football coach at Columbia University and maintained a pep-talk approach when dealing with executives. Campbell’s illustrious career included a stint as an Apple executive and board member, and he served as CEO and chairman of Intuit.

He became not only an adviser to but also a close friend of power players like late Apple CEO Steve Jobs, Google cofounders Larry Page and Sergey Brin, and Twitter and Square CEO Jack Dorsey.

As Kleiner Perkins Caufield & Byers partner Randy Komisar said in an episode of his „Ventured“ podcast, Campbell’s executive-coaching style was akin to that of a psychiatrist, asking the right questions to steer his subjects to their own conclusions rather than giving mandates.

Campbell preferred to stay out of the spotlight, but we’ve collected some of his best leadership advice from relatively recent interviews.

These lessons shed light on why he was such a valuable coach to have.

Know that great products drive success. Everything else is a supporting function

Campbell was adamant that the greatest marketing in the world was useless if it didn’t advertise an excellent product. It’s why he was a fierce advocate for granting engineers creative freedom.

Source: Intuit

Trust your managers, and make sure they trust their subordinates

At companies Campbell worked at, he would aim to eliminate tensions between product managers and engineers by building a culture of trust, where managers knew that engineers were in the best position to find a solution and engineers knew managers were in the best position to guide them to that goal.

Source: Intuit

Experiment, but never at the cost of your existing business

Campbell was close friends with Ron Johnson, the Apple executive whose attempt at relaunching J.C. Penney in 2012-2013 failed miserably because, as Campbell said, he tried starting from scratch.

Source: Intuit

Spend your days doing, not planning

„Writing a list of things and checking dates and all that, that’s a bunch of bulls—, you can take the last 10 minutes of your day and do that,“ he said.

The vast majority of your day as a leader should be spent working with your team.

Source: Intuit

Your company must have unifying product principles

Even while evolving, you must ensure that your company retains its unique identity by sticking to fundamental creative principles.

„That’s what Apple does brilliantly,“ Campbell said. „Everyone knows where the design principles are trending.“

Source: Intuit

It is imperative that you stop infighting as soon as it arises

Campbell said that internal warfare „brings companies to their knees“ and that it is the CEO’s job to end tensions immediately. He said that Apple under CEO John Sculley, before Steve Jobs was brought back in to lead his company, was marked by turf wars and power grabs.

„The political problem just goes down through the organization,“ Campbell said. „Everybody’s paralyzed by the fighting that top executives have, all the time.“

He recommended that CEOs bring their warring parties into the same room and give them a deadline for settling their disputes, or else they would step in and make the decision for them.

Source: Intuit

Determine cultural values from the outset and then model them

Values allow employees to hold each other accountable, and the CEO must embody the values, or else no one will follow them.

Source: „Venture“ podcast

Evaluate your managers by what their employees think of them

Regularly survey your employees to ensure that their managers are upholding the company’s values and guiding, rather than interfering with, their work.

Source: „Venture“ podcast

Maintain a culture of respect

Campbell placed prime importance on respect when leading or consulting with a company.

For example, he said, „Larry Page takes great, great pride in making sure that [executives he hires] are humble about what they do.“

If someone continuously disrespects their colleagues to the point where they feel their opinions aren’t heard, then that person needs to be let go.

Source: „Venture“ podcast

Be honest with your team

The reason why Campbell was not only greatly respected in the Valley but also deeply admired on a personal level was because he spent time building relationships with those he worked with.

To him, the best leaders are straightforward with their praise and criticism, so that there are no illusions holding someone back from success.

Source: Fortune

Inspire Loyalty With Your Leadership: Here’s How

As the leader of your business, you’re surely aware that the loyalty you inspire in your employees is more than just important; it’s essential.

Beyond producing improved results from your employees and reducing turnover in your staff, the loyalty you encourage in your team — through the behaviors that you exemplify –will extend itself to your customer base, and beyond.

Loyalty isn’t something you can just gain, at the drop of a hat. To be a leader truly worthy of loyalty takes hard work and requires self-inquiry and a clarity of mind. After all, who can follow someone who doesn’t even know what he or she wants or is headed? Inspiring loyalty may take personal work, but it will be worth the effort when you have a team that will follow you to the ends of the earth.

There are many ways to inspire loyalty, but here are six essential ways in which the best leaders inspire loyalty, in even the most dubious of employees.

1. Trust. 

Constantly looking over your employee’s shoulder to second-guess his or her work creates a sense of personal doubt, especially if there has been no pertinent reason to mistrust the staffer’s expertise. Great leaders give their trust to others, without reservation, and those others are then motivated to not only give trust back, but to work harder to meet the expectations of someone they respect.

2. Support for employee development

In the short and long-term, all people need to feel as though their work, and by extension their lives, has meaning and positive progression. If there is no opportunity for learning in an encouraging environment, employees may start to feel stagnant and resentful.

Employees who are encouraged to follow their passions and stretch beyond what they thought was their capacity are sure to have deeply loyal feelings toward a leader who fosters that development.

3. Leading by example

A leader is perhaps expected to have more responsibility than do employees, but that doesn’t mean that the leader is „above“ any work that needs to be done. Some of the best leaders I have known are right there in the trenches when that’s called for. If you’re too good to get your hands dirty with your team, your team members will start to see their jobs as menial and unimportant — just as you do. But, if you do whatever it takes for your company to be successful, so will everyone around you.

4. Clarity

A leader’s clarity creates a compass by which his or her team can navigate. If you aren’t completely clear about your mission and values, it’s obvious to anyone in your employ that following you will lead nowhere. So, be communicative and definitive about your wide-reaching vision and your day-to-day tasks to enable your team to see that your leadership is true.

5. Personal relationships

Of course there are boundaries around personal relationships at work, but within those boundaries, there is room to recognize that the people who work for you are humans, dealing with trials and tribulations beyond the next budget meeting. Do you know when your employees have major life milestones, like a birth, death, marriage or divorce? Great leaders know that cultivating care for their employees creates love and loyalty in return.

6. Openness and honesty

Nothing inspires loyalty more than being honest. Open communication does two things: It creates confidence and trust, and also helps create feelings of inclusion. Being part of a team that works together will make any employee think twice before leaving or making a detrimental decision. Honest leaders will make team members stay much longer than they would have with a leader who hides information.

The greatest leaders in the world are not revered because they demanded loyalty — they created loyalty through their words and actions. With everyday care and personal conviction, you too can create a company that is full of employees who are devoted, hard-working, and unwavering.