Monday I wrote that so-called leadership skills are actually the skills everyone needs to live a satisfying life and to that end they are well worth developing.

I also said I would share the most important trait of leadership—and life.

It’s Initiative.

Initiative is the number one key leadership ingredient.

More so than vision or influence, it’s initiative that puts you in the forefront of any action, large of small.

Initiative is what

• separates the doers from the observers;
• stokes creativity and innovation;
• drives entrepreneurial activity at all levels; and
• makes the world a better place.

Initiative isn’t about schooling, although education can enhance it; it’s not about birth or clothes or cool. It’s not about networking or connections or followers on Twitter.

It’s about awareness; about noticing what needs to be done and doing it whether or not anybody is around to notice; doing it whether or not there is credit and kudos.

Initiative doesn’t wait for someone else to lead the way, nor does it play Monday morning quarterback to initiative taken by others, instead it actively contributes to that initiative.

Initiative doesn’t wait to occupy a certain position before becoming active, preferring to constantly seek ways in which it can contribute.

I believe that initiative is latent in every person, but it’s up to each individual to make it active.

Image credit: business mans on sxc.hu

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The other day I was asked, “When do you lead/manage rationally vs. emotionally?”

First, let’s define the terms so there’s no confusion in how they’re being used.

Rationally refers to communicating and appealing to those who are more cerebral, while emotionally means focusing more on feelings—kind of a left brain/right brain—not that one type is cold and the other overwrought.

People hear in different ways and it’s the responsibility of a speaker to communicate so that all can hear.

Over the years, I’ve been told many times by people in managerial roles that having to constantly alter how they present information is hard work and they believe that it’s up to the listener to understand what they’re saying.

As you might guess, I have little tolerance for this kind of thinking, especially when it persists after significant educational efforts. What these people never seem to get is that if “they” can’t hear you “they” certainly won’t do what you want.

It’s not just a choice of rational vs. emotional, it’s understanding your audience and then speaking appropriately.

For instance, if you’re presenting plans for a new building to investors, business, the community and the media you might be inclined to concentrate on relative costs and ROI, since you want to win over the money crowd, but that doesn’t mean you should ignore the esthetics and ambiance.

First, you need to think about the different viewpoints and craft your presentation to include both types of information, even when it’s stuff about which you don’t care, because that way you have it all at your fingertips.

During the presentation a money person suggests that construction costs could be lower by using smaller windows and lower ceilings, but you know that won’t fly with the community and business interests, since they’re concerned more with how the building will look and feel.

If you’ve done your homework, you can show that higher ceilings and larger windows have been proven to increase worker productivity and the improved ambiance means higher rents.

Each group will focus on the information addressing their primary interest with the rest being relegated to backup position, but the important thing is that each heard something positive that directly addressed their concerns.

Doing this is a habit you can cultivate and the fastest way to do so is to make yourself hyper aware of anything that that brings the thought “who cares,” since that’s the information/viewpoint you’re most likely to skip.

None of this is rocket science. It only requires self-awareness that’s backed by a passion to be heard. It’s also not a guarantee that people will agree, but they will hear you and that’s where you need to start.

Image credit: roland

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Most managers are, whether by sins of omission, i.e., unintentional, or commission, i.e., intentional.

Unintentional sins are usually a matter of

• being unaware of the effect of your words or actions on others;
• time spent in a culture where it’s the norm;
• rushing;
• acting before thinking; and
• not doing or ignoring doing what needs to be done.

Intentional sinning falls in the category of abuse.

The great problem is that the same words or actions from manager A would be omission, whereas from manager B they are intentional.

The people who work for them need to figure out the difference, which is easier said than done.

How do you determine if your boss is blind to her effect or just plain evil?

One of the best ways is to look at the words or actions through the lens of the larger picture as opposed to the isolated incident.

• Does the manager frequently say or do things that produce similar effects and then blunder about trying to eradicate them?
• Are the offending actions random or meted out across the board/directed at a constant target?
• How do they compare to the actions of other managers?
• Are they in line or at odds with the company’s culture?

By analyzing your boss’ comments and actions you can gain insight as to what is really going on.

Unintentional = unconscious = correctible—as long as the manager is willing. You and your colleagues can accomplish that by privately pointing out what’s going on each time it happens. In most cases the manager will be horrified and apologetic. Accept graciously, it doesn’t help to rub her nose in it, and repeat as necessary; the problem will lesson as her awareness increases.

Intentional = conscious = with malice aforethought. The best way to correct this is through diligent polishing of your resume, cultivating recruiters and becoming more active on LinkedIn, so that you are in a position to vote with your feet.

Image credit: NASA/JPL/Space Science Institute

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