HR departments can play a key role in building a strong culture

Meredith J. Guyot was on the road attending a business meeting 30 years ago when she had a profound experience at the hotel bar. She was given a coaster that she still owns to this day with the following quote scrawled across it.

“People may doubt what you say, but they always believe what you do,” reads the quote most commonly attributed to Lewis Cass, an American military officer, politician and statesman in the early 1800s.

The coaster sits next to Guyot’s phone and she looks it on a daily basis.

“That is my brand,” says Guyot, director of human resources and operations at Nesco Resource. “All of us as individuals should have a brand. What do you stand for? It doesn’t have to be a mission statement. It doesn’t have to be a vision. It’s a way to let people know who you are, what you believe and how you approach your life and your work.”

HR departments play a key role in helping businesses build and maintain a strong culture. When employees believe that their company will treat them fairly, it produces loyalty and trust that should lead to happier employees and increased productivity.

Smart Business spoke with Guyot about how to build trust between management and employees in your company.

What are some common attributes to a strong HR department?

Consistency is a good place to start. When employees understand your rationale for making decisions, it eliminates a lot of stress. If you have to make a decision that veers from your typical approach to such matters, the key is to be able to provide a rationale that explains the decision. You don’t want to leave people guessing why you decided to do this or that as it creates unease and can easily distract employees from their work.

Along these lines, transparency is another fundamental trait of companies with a strong culture and an effective HR team. Engage your team in conversation and when possible, incorporate their feedback into your decision-making process. If you have a company meeting coming up, reach out to employees and ask them what they would like the meeting to cover. What do your employees want to learn? What could you help them with that would make it easier for them to do their jobs? When people trust you have their best interests at heart, they will feel empowered and engaged.

What can leaders do who are uncomfortable engaging in casual conversations?

If you aren’t good at small talk and conversing with your employees about things outside of their work, it’s best to find someone who does have that skill to handle that role. On the surface, it may not seem that important to be able to talk to your team about what’s going on in their lives. But it can be of great benefit when an unexpected situation develops.

At our company, we had a young woman whose spouse passed away rather unexpectedly. The couple had small children and he was the benefit carrier for his family, so she was going to have to pick up our benefits. The CEO wouldn’t know that. But as the head of HR, I brought it to his attention and the company did something to ease the burden for her. We did it because it was the right thing to do. It’s not going to make or break the company, but it sends a message about how we do things. Companies are not made up of ‘people,’ they are made up of individuals. These individuals are your customers, so be very aware of their needs.

What other tips can help a company build rapport with its employees?

Talk to each other. Sounds easy. Should someone send you an email that is very in-depth, pick up the phone. Discuss the issue together and ask for their thoughts. Often they have the right solution, but only want it to be verified. By providing this support, you also deliver empowerment. Now send the email, thank them for the discussion and reiterate that their decision was the right one. As our role is strongly that of adviser, adding the word ‘trusted’ as an adjective is what separates the HR role from one who, as an example, manages a benefit platform, to one who builds a platform that best supports the individuals’ needs and company’s vision. Know your HR product. Keep abreast of developing laws and regulations. Most importantly, keep the lines of communication open to all levels of your organization.

Insights Workforce Management is brought to you by Nesco Resource

Don’t (let them see you) worry. Be happy!

Gratitude creates happiness. It is a wonderful habit to wake up and first thing, as a matter of habit, appreciate life, friends, colleagues, family and other loved ones. I personally love to start the day by doing something good for somebody: A charitable donation, some time with a mentee, a positive comment to somebody, a personal card. It has become a habit. More than anything, it makes me feel privileged to be able to do things for others.

Happiness is contagious. The employee getting a positive comment who then becomes happy and passes it on to her kid who then is nice to the school janitor. As a CEO with a wide reach across a community, my happiness can impact thousands of lives.

It has made me wonder how happiness among senior leaders may influence company culture and whether organizations with happy leadership have better results and a more positive culture.

Living in fear

In supply chain, where risk management has become important, we see serious risk avoidance. Let’s face it: Many companies have a punitive culture where transgressions and missteps are dealt with harshly. Employees avoid what may be a career-ending step.

While risk avoidance can be good, it can be – and often is – detrimental to organizations when it is pervasive. When decisions drag out infinitely because nobody dares make a decision, the organization is working on inertia. In the meantime, more nimble competitors are gaining market share. Risk avoidance can cause employees to refrain from voicing alternative points of view, bringing up new ideas or bringing problems to management’s attention. It creates a fake illusion of consensus, it kills innovation and it kills employee motivation.

Companies with high degrees of risk avoidance make more strategic and tactical errors. Their focus tends to be on the day-to-day and often miniscule problems.

A positive culture supports collaboration, not just internally but also with external partners. It is more likely to foster innovation and creativity. It is related to employee satisfaction and longevity. All of these are areas that correlate to success and profitability.

Think before you speak

Ask business leaders, and they all want to create a positive culture. However, it takes focus to stay the course. Leaders can undo years of positive culture, when they overreact on isolated incidents, side-track dissenters, or publicly discuss failures. Leading often means shouldering fear. Everyone has the fear of failure. It is built into our DNA, and it worked well for our ancestors’ survival. For leaders, failure can be very public. Yet, being a leader is also a privilege, and with that privilege comes the obligation of shouldering the fear without letting fear overwhelm. Only weak leaders don’t recognize the fear. Great leaders figure out how to translate the fear into a positive team culture, placing the focus on results and what it takes to get there. Nobody wants to go through the business jungle with a skittish leader.

Hannah Kain is founder, President and CEO of ALOM, a leading global supply chain company headquartered in Fremont, California.

Changing demographics must be reflected at leadership levels

There’s been a lot of discussion of late about leadership transition in Greater Akron. Baby boomers are retiring in huge numbers, their successors at the helm of many companies and institutions of importance to Greater Akron unknown. How will we survive?

The retort is that we’ve been through this before and it will turn out just fine. In some ways, it’s tempting to believe that this is the same old story. But for a few reasons, I’d suggest that this time it’s different.

Increasing diversity

An emphasis in the current leadership transition conversation is on how well our community is doing in cultivating diverse leadership across gender, race and age. Whether we see it or not, we are in the midst of a dramatic demographic shift.

A new book by William Frey entitled, “Diversity Explosion: How New Racial Demographics are Remaking America,” shows that today’s youth are much more racially diverse than their predominantly white predecessors. Summit County’s data mirrors the trend. Its residents age 80 and over are 89.9 percent white. Among our youngest citizens (ages infant to 4), however, just 68 percent are white. Working backwards from the oldest age group, each gets increasingly more diverse and less white.

We must recognize that the composition of our citizenry is changing. If I’m a company that seeks to understand and connect with my customer base, diversity in my leadership team enables that deep understanding. If I’m a company that seeks to attract the best and the brightest talent to my workforce, diversity in my leadership team signals to diverse talent that they can aspire to greatness and leadership here. In short, if I’m a company that seeks to remain relevant in a changing world, diversity in my leadership team reflects that world.

GAR Foundation has focused on diversity within our community’s nonprofit sector. Diverse leadership of civic institutions makes sense for the same reasons it makes sense for business. Nonprofits provide a means for citizens to invest in their community. We talk with our grantees about the diversity on their boards because the organization’s decisions can only benefit from diverse perspectives in its boardroom. Further, individuals who engage with their community through nonprofit boards are more likely to “stick” in this community and invest in a variety of ways.

Embracing new leadership

Recent research on the diversity of local nonprofit boards conducted by BVU: The Center for Nonprofit Excellence, shows that we have work to do. The boards of Akron’s nonprofit institutions — especially its largest institutions — are still much whiter, more male and older than the population. But the conversation has started in a big way and nonprofits are working hard to embrace new leaders.

While that is good news, it won’t amount to much unless the goal of diverse leadership is embraced solidly by the private sector as well. Business drives the success of Greater Akron. While the public and nonprofit sectors play important roles, business is what determines our future prosperity.

Christine Amer Mayer is president of GAR Foundation, which awards grants to 501(c)(3) nonprofit organizations in Summit and adjacent counties in the areas of education, arts and arts education, health and social services, and civic and nonprofit enhancement.

To survive tough times, it takes going deep and going long

Are you going through tough times? It may be time for some reflection to refocus toward your goals.

For the prisoners of war in the Vietnam War, facing serious trials became a way of life. In that bleak existence locked up and isolated in a communist prison camp for five, six, seven and even eight years, every day had its challenges. Yet the POWs emerged stronger, becoming successful military leaders, congressmen, teachers, lawyers, doctors, counselors, businessmen and even a U.S. senator and presidential candidate. They learned to treasure the trials of their hardship.

Everyone faces hardships and disappointments, and it isn’t easy to see the treasure in your trials. Here are some tips to help you secure the true gold found in trials.

Go deep — find meaning and make changes

Adversity builds character by forcing us to face our deepest beliefs and values. In the crucibles of life, when all the pretend stuff melts away it’s much easier to clarify what is really important and what is not. We have the opportunity to find meaning in our suffering and meaning is a treasure worth finding.

The transformation that we most need isn’t very inviting in good times, but in difficult times our pain can give us the energy and motivation to change our attitudes and behaviors. Personal growth is the only path to genuine leadership development.

Go long — gain wisdom and experience

Leadership research confirms that the experience of overcoming difficulties is not only transformational; making us stronger, but it also makes us wiser and better suited for the challenges of leadership.

On the other hand, leaders devoid of crucible experiences are likely to be overly confident about their ideas and surprisingly more susceptible to fears. Difficult trials generate strong emotional memories that stay with us longer and are more easily accessed — gold that we don’t have to search so hard to find.

Don’t go it alone

When you are in a battle, you don’t want to be alone — you need supporters in your corner — people who care about you and have your back. They can provide encouragement when your spirit is down and your hope is sagging.

Encouragement can provide vital energy for bouncing back and continuing to persevere. Sometimes a shared idea or a new perspective on a problem can make all the difference. We must stay connected to be resilient and bounce back from trials.

Next steps

More than likely, you have already passed through some tough times in your life. It may be helpful to look back and see the treasure that you gained from those past challenges. What was the meaning you gained through those trials? What did you learn about yourself that may be helpful now? What changes did you make then? Who walked with you?

You have a choice. You can let your trials bury you or you can dig for the treasure in them. If you follow these tips, someday, looking back, you will see enormous value in your trials.

Lee Ellis
Leadership Freedom® LLC

Lee is a nationally recognized consultant, presenter and retired U.S. Air Force colonel. He shares his expertise in the areas of leadership, team building and human performance. His latest award-winning book about his Vietnam prisoner of war experience is entitled “Leading with Honor®: Leadership Lessons from the Hanoi Hilton.”

The secret to leadership — breaking habitual patterns, controlling emotional states come with self-management 

What if you knew the secret of being a great leader and living a happier life? It’s right in front of you and asking if you would invest the time and effort needed to change.

That secret is self-management, and it involves a two-step process:

  • First, you need to cultivate a deep understanding of yourself, including your habitual patterns of feeling, thinking and reacting.
  • Second, you need to develop the skill to manage your emotional states that arise from those patterns so they don’t overwhelm and control you.

Obviously, you can’t change what you don’t acknowledge. There are countless assessments and personality tests that you can use to help you understand yourself. My preferred tool is the Enneagram, which is a deep and dynamic map of the ego. There are other tools available. It’s important for you to find one that resonates with you.

Managing yourself

Learning to manage yourself starts with self-observation, a process of neutrally and compassionately watching yourself. It allows you to recognize when a habitual pattern and consequent reaction is presenting itself in the current moment. With this awareness, you can make a choice. How do I want to behave and feel now? Without this awareness, your emotions will control you, and they can potentially damage your business and personal relationships.

Many of the CEOs and senior executives with whom I work frequently say, “Take the emotions out of it!” Unfortunately, that is exactly the wrong approach. Each attempt to deny and control your own emotions disconnects you from your heart and separates you from others. Relying solely on thinking and (trying to) deny your emotions only intensifies them until they can no longer be contained. An intense reaction to release all of that pent-up emotion becomes inevitable.

Most of our conscious brain is focused outside of ourselves. We make plans for the future, or we try to persuade others to change so that we may feel better. That does not, however, help us manage ourselves. Neuroscience research shows that the only way we can change the way we feel is to become aware of our own inner experience and learn to allow it.

Remember RAIN

Tara Brach, a Buddhist psychologist, describes a process she calls RAIN to manage our emotional states:

  • Recognize what is happening.
  • Allow this situation to be just as it is.
  • Investigate your inner experience with kindness.
  • Non-identification is the result of applying the first three steps; fully living in the present.

Brach states that over time, “RAIN directly deconditions the habitual ways in which you resist your moment-to-moment experience” and helps to make these patterns less compulsive. By responding differently, you can create new neuron connections, emotional patterns and gradually change your problem behavior.

If you truly want to change, then you must relax your current patterns of thinking, feeling and reacting. Self-awareness and self-observation, combined with acknowledging and releasing emotions, are your tools to become an emotionally mature person and, as a result, a better and happier leader.
Cheryl B. McMillan is the chair of Vistage International for Northeast Ohio, a leading international organizations for CEOs, presidents, business owners and senior executives.

Catching more flies with honey: a timeless lesson from our mothers that’s worth repeating

Business executives and managers — young and old, novice or experienced — need to pause periodically and reflect on what their mothers told them when they were young: “You can catch more flies with honey than with vinegar.”

This seems obvious, but the real lesson to remember is that a good leader can still act like a leader — projecting confidence, firmness and pragmatism — without taking on the persona of a perpetually cold-hearted curmudgeon when making requests or giving orders.

Much of the problem emanates from bad habits and the false sense that if a leader is empathetic, pleasant and polite, he or she just won’t be taken seriously. The media perpetuates this hard-as-nails image when movers and shakers are bestowed graphic nicknames such as “Neutron Jack” or “Chainsaw Al,” which are mild compared to some even more pugnacious handles.

New managers are often the worst offenders. They tend to try to compensate for their youth and inexperience by dispatching orders and simple requests with staccato inflections and a scowl. The common perception is the fiercer one looks, the more determined they are, and what they’re communicating is tantamount to a matter of life or death.

Another contributing factor is the insecurity of leaders who think that if they appear too human, subordinates will take advantage of them. That is far from the truth and the best antidote is to back up orders with the reasons why they make sense.

Try these techniques and learn for yourself: The next time you have to deliver a directive that will not be well received, do so in a softer tone than the one to which subordinates are accustomed. In doing so, intersperse the word “please” a few times and try smiling, not a big know-it-all-grin or smirk, just a low-key upturn of the mouth. Explain what you want done in a conversational manner and conclude with a “thank you.” Remember, a leader doesn’t need to be a drill sergeant.

Here is another: When something isn’t completed correctly and you’re compelled to intervene, do so without raising your voice or in a smug tone.

I like these methods because, as an ancillary benefit, when used appropriately, they’re contagious. Additionally, the recipient will listen more closely to your rationale, be less defensive and may even empathize with you. Your subordinate won’t feel threatened and will more readily recognize the error of their ways and correct them with greater vigor.

Adopting an even keel style doesn’t mean one must become a spineless wimp. Instead, taking it down a notch typically can accomplish more versus the stereotypical “I’m the boss and don’t you forget it” form of communication.

And when it comes time to make a strong point with a stern delivery, it will be taken very, very seriously because it won’t be you behaving like the old you.

Never forget mother knows best, and honey beats vinegar every time.

By following these leadership steps, you’ll see positive effects in your company

I recently led a leadership development and team-building program for an international food distribution company, and I was reminded yet again of the importance of team camaraderie. Despite their geographic distance as a diverse global team, I was surprised by their cohesion and mutual trust. This experience helped me to assess why the concept of team camaraderie is so important to increasing the bottom line.

The hallmarks of camaraderie
The positive feelings with this client took me back to the days when I had experienced this type of camaraderie in the military. We were diligently competitive and gave each other straightforward feedback in mission debriefs. To an outsider, it might appear that we were hard on each other, but we were actually very close. Our bonds of friendship and trust were strong, and we enjoyed socializing, having fun hanging out and talking about our work and sharing our lives together.
Reflecting back over the years, I’ve noticed that camaraderie is usually present in high-performing teams that endure over a long period of time. What are some of the hallmarks that we can learn from such teams?
• Time — They have taken the time and energy to build understanding, acceptance and respect so that individuals feel connected and secure.
• Results — Because they feel belonging, team members don’t want to let others down. They strive for excellence in accomplishing the mission (getting results).
• Communication — Healthier teams have more frequent and more effective communication. They pick up the phone and call each other to quickly solve problems.
• Team focus — Healthy teams focus on team results and not just individual effort. Team members help each other succeed and hold each other accountable.

Leadership steps
We’ve been talking about the team, but it all starts with the leader. To have this kind of positive energy flowing from human connections, the leader must take the lead:
• Clarify the culture and set the climate. Alignment built around mission, vision and values is crucial, as is your commitment to be both leader and member of the team.
• Create opportunities and expectations for people to build bonds. Social time outside of work is clearly the best way to get to know each other.
• Connect with each person. Regardless of whether the leader is an introvert or an extrovert, he or she has to engage by connecting with each person making them feel important and welcome. This doesn’t mean that the leader has to be the life of the party. Typically I find more leaders that are introverts than extroverts, but the good ones look to the outgoing, social folks to provide the fun and energy that becomes contagious to the group.

As a leader, what are you doing to promote this powerful bond among your people? Building strong team camaraderie will have long-lasting positive effects on your organization.

Lee Ellis is president of Leadership Freedom® LLC. He was a Vietnam War POW in various prisons in the Hanoi area for over five years. As a military officer, his experiences as a POW piqued his interest in leadership performance in difficult situations.

Paying attention to employee needs lends itself to great customer service

Building an excellent customer service-centered brand begins internally with quality leadership, which creates the best opportunities to engage employees who are then able to provide excellent service.

It takes a companywide commitment to provide high quality customer service and to get the buy-in from employees.

“At the same time, executives and managers also have to be committed to providing top-notch service — and not just to customers,” says Steve Brubaker, chief of staff at InfoCision Management Corp. “Paying attention to your employees’ thoughts and needs helps you create a company culture that lends itself to great service.”

Smart Business spoke with Brubaker on how leadership techniques can motivate employees to deliver top customer service.

Where does a company begin when developing employee engagement?

One of the most crucial responsibilities of an executive or business owner is to bring in high-quality talent when employees leave or new positions are created.

Once the company brings new hires on-board, it’s equally critical to integrate them into the company culture and help them reach their ultimate potential.

When hiring and training new talent, a company simply cannot ignore fundamental differences that exist between today’s newest workforce members and past generations. It’s important to recognize that millennials, those born in the 1980s or 1990s, entering the workforce today have a much different view of what a career path might look like than previous generations did.

What should be remembered about the increase of millennials in the workforce?

A company’s attitude toward millennial employees should be similar to its approach to customers. The same way that looking out for customers’ interests builds brand loyalty, valuing young employees’ interests by helping them develop professionally helps them feel connected to the company and want to stay there for years.

The way employees are treated will trickle down to help improve an organization’s quality of customer service. From the young worker’s perspective — if the employee only plans to be with a company for three to five years, that is going to be reflected in the way he or she deals with customers.

But as millennials become more connected to an organization, they also grow closer to customers, which shows up in the quality of service they offer. Of course not every employee is going to become a company lifer, but to become a truly great organization, a company needs to get buy-in from its rising stars to make sure they stick around.

How difficult is it to bridge the generational gap in the workplace?

It is possible, which is why company leaders should invest some time to learn more about the millennial mindset. Read books like “Promote Yourself: The New Rules for Career Success” by Dan Schawbel, and engage with these young people as much as possible around the office with one-on-one meetings, town hall sessions and friendly small talk.

Despite the cultural differences, empowering Generation Y workers to grow professionally benefits everybody. It allows them to turn a job into a career and helps a company increase profitability. In other words, it is the ultimate win-win.

What else may help company leaders build a customer service-centered brand?

Listening more, talking less. Employees generally listen when a member of the C-suite speaks. But that doesn’t mean the leader should always be the one speaking or making decisions. Now is an optimal time to adopt an open door policy if you don’t have one. Executive leadership’s openness and sincerity go a long way toward getting the team behind the company leader.

Present a clear vision. Employees want to know the executive has a firm grasp on what the next 12 months should look like. Rather than speaking in generalities, a leader should make an effort to present specific companywide goals and lay out the path employees should take to reach those objectives.

Encourage professional development. One of the most effective ways to lead is by giving employees the chance to develop new skills and shine brightly.

Insights Teleservices is brought to you by InfoCision


What aren’t you seeing? Gaining new vision for improved leadership

I frequently coach leaders who know that something is awry, but they don’t know what. They see the symptoms — lack of buy-in, frustration, lip service — but they can’t identify the root of the problem. It’s like finding water pooling on the floor and not knowing what’s leaking.

More often than not, the issues stem from ineffective leadership behaviors. Yet leaders often aren’t objective enough to see their own behaviors clearly. To address the problems, leaders need to see themselves with a fresh set of eyes — impartial and unbiased. Only then can they find and fix what isn’t working.

Common pitfalls

There are three common, unhelpful leadership behaviors: minimal engagement, ill tempers and lack of decision-making.

Minimal engagement. Many leaders consistently struggle with creating engagement in meetings. There are a few telltale signs that people aren’t plugged in: always the same (few) people do the talking while others feign agreement, and meetings are formulaic — everyone knows what to expect and nothing ever really changes.

If this sounds familiar, the blueprint needs to change. In fact, there shouldn’t be one blueprint. Vary meeting formats or ask staff to each adopt one new behavior that will lead to more effective meetings.

Short tempers. The most effective leadership happens through trust, not fear. Mercurial leaders create environments where people feel unsafe to offer critical opinions or to take risks for fear of an outburst. If you’re tempted to be sharp-tongued, practice walking away until you can calm down.

Lack of decision-making. Do you avoid giving due dates for decisions, avoid deciding who will make the decision or even how the decision will be made? Do you get bogged down in the details of execution rather than the decision itself? Is there a lack of accountability when decisions are made?

There are various reasons for pushing off decision-making, but they generally boil down to fear. Over time, the inability to make critical decisions creates what I call “whirl” — a vortex where staff gets frustrated and cynical by lack of forward movement.

To address this, leaders must push past fear and set clear, measurable targets for decision-making.

What leads to a cure

If you recognize yourself in any of these, you’re off to a good start. Awareness is half the battle. Rather than fall back on behaviors that are comfortable, force yourself to try something new and different. You can try the suggestions above, or experiment with your own.

If you don’t think these apply to you, what do you have to lose if you practice seeing yourself in a new way? Watch yourself objectively for a few days or a week with a particular eye to these behaviors. If you still aren’t convinced, ask a trusted colleague for an opinion. You may be surprised to learn that others see things differently than you do.

The choice is yours. How will you choose to look at yourself today?

How I ‘C’ real leaders: Nine qualities that make it happen

I think it’s remarkable that Fortune recently ranked Pope Francis No. 1 in an article titled “Fortune Ranks the World’s 50 Greatest Leaders.” Pope Francis sets the example by how he lives and how he treats people with kindness and compassion. Through his actions, he illustrates humility, simplicity and how to be nonjudgmental. He is a true “servant leader.” Thanks to my dear friend, Lorraine Dodero, I had the tremendous opportunity to meet him in Rome last fall with my wife, my oldest son Nick and a number of friends.

Pope Francis exemplifies real leadership. There are millions of articles written by people from all different walks of life regarding real leadership. There’s no shortage of thoughts and ideas. To me, real leadership is having the following “C’s”:


Real leaders demonstrate tremendous integrity and are consistent and truthful. They are intellectually honest and see things the way they really are, not the way they may like to see them. They do the right thing, and they do things right.

Trust is also important. There cannot be good leadership without trust. People will look at leaders’ actions more than their words. People don’t like to be lectured to, so they will look at the examples leaders set. Leaders start with themselves. They never ask someone to do something they wouldn’t do personally, and they keep themselves and others accountable. Leaders are introspective and are able to criticize themselves and others. When they criticize, they do so with the intent to improve because they care. They do not criticize in a demeaning or arrogant way.

In a leadership role, before you figure out what you need to do, you need to figure out who you want to be. And you need to become the best version of you. 


Real leaders have a sense of urgency to get things done. They tend to be assertive and take charge in a collaborative manner. They tend to be tenacious and competitive in many aspects of their lives. Leaders succeed and accomplish. They try to avoid procrastinating because they ultimately know they will be judged by their results. Like the great management guru Peter Drucker says, “Show me a great organization, and I’ll show you a monomaniac on a mission.”

Leaders also have to be passionate and have an ultimate vision of what needs to be done, including goals, steps and action plans. They are willing to accept that there may be consequences to their decisions. Leadership is doing the right things for the right reasons, and many decisions leaders make may not be popular at the time. But the antithesis of successful leadership is trying to make everyone happy. It doesn’t work. Throughout history many great leaders were not popular at the times they were leading. Ultimately, leaders keep their commitments and show respect and loyalty to people.


Real leaders have a tremendous sense of concern and a genuine compassion for those with whom they are working. People have a difficult time following a leader if they do not feel that the leader has a genuine interest and concern for them and their well-being. Leaders tend to be naturally altruistic and empathetic. They must be able to put themselves in other people’s shoes. A great man once said, “No one really cares how much you know until they know how much you care.”

Leaders also tend to have a sense of appreciation. People who are appreciative or have an attitude of gratitude tend to be more humble. There is a direct correlation between appreciation and humility. You have to have some sense of humility in order to be able to thank someone. Leaders need to know three important words: please, thank you and sorry. 


Real leaders have to put people first or who they are serving above being served. It’s about servant leadership. Leaders act and make a difference, understanding it’s about making a contribution, not a comparison. They tend to be more concerned about the greater good than self-interest.

Leaders also understand the transfer of emotions. They understand that you cannot force someone to trust you. Leaders have the ability to inspire, which is a part of the transfer of emotions. People want to follow them.

Real leaders also have wisdom, and they make good choices. It’s not that they don’t make mistakes, but they make more good choices than bad choices. When they do make bad choices, they are willing to admit it, adapt and change direction to make things right in order to move forward. 


Real leaders communicate messages, clarify and over communicate. They really take the time to explain what they are doing so people can understand and become a part of the process. Leaders know how to make people a part of the process, so people aren’t just being told but are having their input and ideas acknowledged.


Real leaders have to be courageous but also willing to show their vulnerability and therefore be authentic. They are very comfortable with who they are. They understand they have strengths and weaknesses, but they play to their strengths. Leaders don’t have to play a role. They are the role models.

Leaders tend to be confident, almost fearless. It’s often about doing ordinary things extraordinarily. But they have to balance confidence with some sense of humility. If they do not balance confidence with humility, they will come across as arrogant and insensitive.

Real leaders also have to balance confidence with not being fearful, such as making decisions that may not be popular at the time. They have to be able to make difficult decisions without showing fear. 


Though having relationships with various constituencies is important, leadership is about the relationships between the leader and the team. Real leaders know how to engage and encourage people. They understand that people need to be motivated. People need to understand why and what is the purpose.

Leaders are able to create an environment where people are willing to work together and pull their strengths together. They create an environment where individuals will apply their abilities. Then, knowing how to use people’s strengths and abilities, leaders will connect skills and strengths.

Furthermore, real leaders know how to collaborate and how to get people to come together for the greater good. They know how to bring people together to pursue a common cause, aligning people together, aligning their missions together, and identifying the common goals and the common good. Leaders also have the ability to persuade and gain confidence in a collaborative environment. They can get people to buy in. But leaders know if they don’t communicate, and if they don’t build relationships, then they ultimately cannot collaborate.

I “C” several important attributes in a real leader.Real leaders have good character, honor commitments, show compassion, make contributions, effectively communicate, demonstrate courage and confidence, and successfully collaborate and connect. Being a real leader is not easy and requires a constant commitment to personal development. By studying the actions of great leaders such as Pope Francis, all of us, in our own way, can make an impactful and lasting contribution.