Leadership; 5 easy steps

Becoming an effective leader has been compared to being in the stock market, in a normal year. You don't make your fortune in one day; you make it daily and weekly, a little bit at a time. What matters most is what you do day after day, over a long period of time. The secret to leadership success is investing in your leadership development, much like letting your financial assets compound. The final result "Leadership Growth" over time.

Are leaders born or made, nature or nurture. The process of leadership is long, complex and has many elements. Respect, dignity, discipline, people skills, vision, emotional strength, opportunity, preparedness and experience are just some of the intangible elements which come into play when talking leadership. Calm assertive personalities.

You can, over a period of time, increase your leadership potential if you can understand and accept the five levels of leadership. They are;

Level One - Leadership From Position
This is the basic level of leadership, square 1. At this level people follow you because they have to. Your ability to lead people is totally geared to your position and does not exceed the lines of your job description or the authority granted to you by the company and your boss. Your security with the company is based on title and position, not talent. They salute the uniform not the man.

To be an effective leader at this level know your job, be prepared to accept responsibility, exercise authority with caution, assess the strengths and short comings of your people, do more than what is expected and challenge people with interesting and tough assignments.

Positional Level is the doorway to leadership and every successful leader must pass through this doorway.

Level Two - Leadership From Respect
At the respect level of leadership people follow you because they want to. The core of Leadership From Respect is that people want to know that you care and understand about them and their viewpoint (empathy). You have to accomplish this before they care about or will consider or value, what you know. People see you as a professional partner, sharing the similar goals and challenges along the way. Leadership will flourish with respect, because respect breeds lasting trusted professional relationships and therefore forms the basis for effective leadership.

To be effective at the respect level, you need to possess (develop) a genuine concern for your people. It is important that you see life through their eyes. Deal thoughtfully and wisely with, apparently difficult people. Cultivate success and make employees successful by setting them up for success. Give them an appetite for it and stand back.

Since leadership from respect is built on professional relationships, it forms the foundation for leadership success.

Level Three - Leadership From Results
People follow you because of what you have done for the company. People admire you for your accomplishments and respect your tenacity. At this point leadership becomes fun. Going to work is fun, work related challenges are seen to be opportunities for a more stable work environment and all tasks have a purpose in the minds of the employees. Good things happen at the results level. Making profit, low employee turnover, higher employee morale and solving problems with ease are some of the items that become evident at this level.

To be an effective leader at this level be prepared to initiate and accept responsibility for growth by developing a purpose and seeing it through to completion. Develop accountability for results, beginning with yourself and ending with your people. Make the difficult decisions that will result in positive long term gains while championing change as a change agent and understanding the need for and the process of change.

Leadership from results is built on admiration and respect for the leader.

Level Four - Leadership From People Development
People follow you because of what you have done for them. It is a leader's responsibility to develop their people to do the work that is expected to contribute future growth opportunities to the company and the people who serve it. People are loyal to you because they see first hand personal growth opportunities for them as well as, the company. Leadership success is underscored by a win - win scenario and a high commitment to success.

To be effective at this level place a priority on developing people. Focus your attention on the fact that people are your most valuable asset and your leadership success will depend on your ability to surround yourself with an inner core of competent people who compliment your leadership style and goals.

Leadership from people development is built on honesty, commitment and loyalty.

Level Five - Leadership From Mentorship
People follow you because they respect you. As a leader you have credibility, you may appear larger than life and your success is shown through a life of proven accomplishments. People seek you out after you have left the company because you have left an indelible mark on the organisation, its employees and its clients. Although less than five per cent of all leaders will attain this level of leadership, it is a level worth striving for.

In summary, everyone can become a good or better leader. It is important to keep in mind that the higher you want to go up the leadership scale, the longer it takes to accomplish results and the higher the commitment will need to be. It is imperative that we know what level we are on with our people, the team and the company.

Categories of intelligence

The categories of intelligence proposed by Howard Gardner are:

Bodily-kinesthetic

This area has to do with bodily movement. People who have this intelligence usually learn better by getting up and moving around, and are generally good at physical activities such as sports or dance. They may enjoy acting or performing, and in general they are good at building and making things. They often learn best by doing something physically, rather than reading or hearing about it. Those with strong bodily-kinesthetic intelligence seem to use what might be termed muscle memory - they remember things through their body such as verbal memory or images.

Careers that suit those with this intelligence include athletes, dancers, actors, surgeons, doctors, builders, and soldiers. Although these careers can be duplicated through virtual simulation they will not produce the actual physical learning that is needed in this intelligence.

Interpersonal

This area has to do with interaction with others. People who have a high interpersonal intelligence tend to be extroverts, characterized by their sensitivity to others' moods, feelings, temperaments and motivations, and their ability to cooperate in order to work as part of a group. They communicate effectively and empathize easily with others, and may be either leaders or followers. They typically learn best by working with others and often enjoy discussion and debate.

Careers that suit those with this intelligence include politicians, managers, teachers, and social workers.

Verbal-linguistic

This area has to do with words, spoken or written. People with high verbal-linguistic intelligence display a facility with words and languages. They are typically good at reading, writing, telling stories and memorizing words along with dates. They tend to learn best by reading, taking notes, listening to lectures, and discussion and debate. They are also frequently skilled at explaining, teaching and oration or persuasive speaking. Those with verbal-linguistic intelligence learn foreign languages very easily as they have high verbal memory and recall, and an ability to understand and manipulate syntax and structure.

This intelligence is highest in writers, lawyers, philosophers, journalists, politicians and teachers.

Logical-mathematical

This area has to do with logic, abstractions, reasoning, and numbers. While it is often assumed that those with this intelligence naturally excel in mathematics, chess, computer programming and other logical or numerical activities, a more accurate definition places emphasis on traditional mathematical ability and more reasoning capabilities, abstract patterns of recognition, scientific thinking and investigation, and the ability to perform complex calculations. It correlates strongly with traditional concepts of "intelligence" or IQ.

Many scientists, mathematicians, engineers, doctors and economists function in this level of intelligences.

Naturalistic

This area has to do with nature, nurturing and relating information to one's natural surroundings. This type of intelligence was not part of Gardner's original theory of Multiple Intelligences, but was added to the theory in 1997. Those with it are said to have greater sensitivity to nature and their place within it, the ability to nurture and grow things, and greater ease in caring for, taming and interacting with animals. They may also be able to discern changes in weather or similar fluctuations in their natural surroundings. Recognizing and classifying things are at the core of a naturalist. They must connect a new experience with prior knowledge to truly learn something new.

"Naturalists" learn best when the subject involves collecting and analyzing, or is closely related to something prominent in nature; they also don't enjoy learning unfamiliar or seemingly useless subjects with little or no connections to nature. It is advised that naturalistic learners would learn more through being outside or in a kinesthetic way.

The theory behind this intelligence is often criticized, much like the spiritual or existential intelligence (see below), as it is seen by many as not indicative of an intelligence but rather an interest.

Careers that suit those with this intelligence include scientists, naturalists, conservationists, gardeners and farmers.

Intrapersonal

This area has to do with introspective and self-reflective capacities. Those who are strongest in this intelligence are typically introverts and prefer to work alone. They are usually highly self-aware and capable of understanding their own emotions, goals and motivations. They often have an affinity for thought-based pursuits such as philosophy. They learn best when allowed to concentrate on the subject by themselves. There is often a high level of perfectionism associated with this intelligence.

Careers that suit those with this intelligence include philosophers, psychologists, theologians, writers and scientists.

Visual-spatial (Spatial reasoning)

This area has to do with vision and spatial judgment. People with strong visual-spatial intelligence are typically very good at visualizing and mentally manipulating objects. Those with strong spatial intelligence are often proficient at solving puzzles. They have a strong visual memory and are often artistically inclined. Those with visual-spatial intelligence also generally have a very good sense of direction and may also have very good hand-eye coordination, although this is normally seen as a characteristic of the bodily-kinesthetic intelligence.

Some critics point out the high correlation between the spatial and mathematical abilities, which seems to disprove the clear separation of the intelligences as Gardner theorized. Since solving a mathematical problem involves reassuringly manipulating symbols and numbers, spatial intelligence is involved in visually changing the reality. A thorough understanding of the two intelligences precludes this criticism, however, as the two intelligences do not precisely conform to the definitions of visual and mathematical abilities. Although they may share certain characteristics, they are easily distinguished by several factors, and there are many with strong logical-mathematical intelligence.

Careers that suit those with this intelligence include artists, engineers, and architects.

Musical

This area has to do with rhythm, music, and hearing. Those who have a high level of musical-rhythmic intelligence display greater sensitivity to sounds, rhythms, tones, and music. They normally have good pitch and may even have absolute pitch, and are able to sing, play musical instruments, and compose music. Since there is a strong auditory component to this intelligence, those who are strongest in it may learn best via lecture. In addition, they will often use songs or rhythms to learn and memorize information, and may work best with music playing in the background.

Careers that suit those with this intelligence include instrumentalists, singers, conductors, disc-jockeys, and composers.