(GC is implementing some of the Total-Quality Philosophy as outlined by David Goestch and Stanley Davis in the "Total-Quality Handbook," to help establish and improve upon the leadership skills of our members. I will be publishing several articles such as this periodically here on the website and these ideas will also be discussed in detail at our weekly founders meeting.)

LEADERSHIP CHARACTERISTICS THAT BUILD AND MAINTAIN FOLLOWERSHIP

Leaders build and maintain followership by earning the respect of those they lead.  Here are some of the characteristics that build respect:

• Sense of purpose.

  • Successful leaders have a strong sense of purpose.  They know who they are, where they fit in the overall clan, and the contribution their areas of responsibility make to the success of (GC) the clan.

• Self-discipline.

  • They develop discipline and use it to set an example.  Through self-discipline, leaders avoid negative self-indulgence, inappropriate displays of emotion such as anger, and counterproductive responses to the everyday pressures of the rank.  Through self-discipline, leaders set an example of handling problems and pressures with equilibrium and a positive attitude.

• Honesty.

  • Successful leaders are trusted by their followers.  This is because they are open, honest, and forthright with other members of the clan and with themselves.  They can be depended on to make difficult deciiisions in unpleasant situations with steadfastness and consistency.

• Credibility.

  • Credibility is established by being knowledgeable, consistent, fair, impartial in all human interaction; by setting a positive example; and by adhering to the same standards of preformance and behavior expected of others.

• Common sense.

  • They know what is important in a given situation and what is not.  They know that applying tact is important when dealing with people.  They know when to be flexible and when to be firm.

• Stamina.

  • Successful leaders must have stamina.  Frequently they need to be the first to arrive and the last to leave.  Their hours are likely to be longer and the pressures they face more intense than those of others.  Energy, stamina, and good health are important to those who lead.

• Commitment.

  • They have to be committed to the goals of the clan, the people they work with, and their ongoing personal and professional development.  They are willing to do everything, within the limits of the code of conduct, to help their team succeed.

• Steadfastness.

  • Successful leaders are steadfast and resolute.  People do not follow a person they preceive to be wishy-washy and noncommittal.  Nor do they follow a person whose resolve they question.  Leaders must have the steadfastness to stay the course even when it becomes difficult.

PITFALLS THAT CAN UNDERMINE FOLLOWERSHIP

• Trying to be a buddy.

  • Positive relations and good rapport are important, but leaders are not the buddies of those they lead.  The nature of the relationship does not allow it.

• Trying to keep things the same when supervising former peers.

  • The supervisor-member relationship, no matter how positive, is different from the peer-peer relationship.  This can be a difficult fact to accept and a difficult adjustment to make.  But it is an adjustment that must be made if the peer-turned-supervisor is going to succeed as a leader.