"True leadership must be for the benefit of the followers, not the enrichment of the leaders."
-Robert Townsend, Up the Organization

Leadership has been around since time began. It has taken many shapes and forms and gone through many changes over the centuries. In the 1980's Wess Roberts wrote a book entitled Leadership Secrets of Attila the Hun. Although it did make some points of the dos and don'ts of leadership, what it failed to point out was that Attila the Hun was a ruthless human being with a take-no-prisoners philosophy. Certainly not a leadership philosophy that is healthy or one that encourages staff development. According to Larry Wilson in Stop Selling, Start Partnering, "Leaders are focused on vision, mission, and, most important, people. Contrary to popular belief, they are not autocrats; they are not in the position to be served, they are there to serve." This is certainly a reversal from the days of Attila the Hun or Ebenezer Scrooge when workers were expected to shut-up, put-up and perform or be fired. There was a time when most organizational leaders were at the top of the hierarchy. They were autocratic, and focused on the powers they had as a leader, not the individual employees. Leaders of the past were strong believers in the chain of command and were very bureaucratic.

In order to survive in the new century, leaders know instinctively, that it is no longer "management as usual." Leadership is a key element to make an organization effective, especially in the customer care realm. Leaders within organizations are responsible for seeing what needs to be done in the future and then getting out of the way of staff so they may implement the changes in order to serve the customer at an optimum level. Strong and capable leaders formulate an organizations vision, stabilizes and/or creates a solid organizational foundation and structure and then create an environment where individuals truly want to do their best work for their clients, teammates and the business.

Let's examine the qualities a leader in the 21st Century will need to lead their staff, provide optimum customer care and succeed in our rapidly and ever changing business world. As a 21st Century leader, you will need to:

• Have visionary ability to see the big picture. True leaders see possibilities. They are able to motivate staff and key players toward the future. Employees need a clear idea of where the organization is going and why it is important for them to help implement the vision. Simply stating this is the organizational vision is not enough. It must be repeated regularly, visualized; conceptualized and embraced by staff so they understand why it is important for them, the customer and the organization and how ultimately they will personally benefit from the creation of the vision.
• Surround yourself with people who complement your weaknesses. Secure leaders are not afraid to acknowledge their weaknesses and surround themselves with individuals who have strong skills in their weak areas. When an organization has a solid foundation, it is able to satisfy all client needs. That means regardless of the challenge, there is someone within the organization able to work effectively with each customer and their individual challenge.
• Take risks. To move forward, you must be willing to risk. It does not mean making decisions based on minimal information or that defy logic. It does mean, however, that you are willing to support the recommendations of your staff and are able to let them move forward on a project using their expertise, not yours.
• Walk your talk. According to John Huey, "Ninety-five percent of American managers today say the right thing. Five percent do it." If you don't walk your talk, you are not believable. Every fiber of your being as a leader is on the line everyday if you do not practice what you encourage staff to do.
• Be not afraid to say, "I goofed". Your willingness to admit to others your mistakes is a direct indication to staff that you are humble and vulnerable. Additionally, when you are willing to admit mistakes, their trust in you soars. Staff will also take calculated risks that are vital for growth within an organization, knowing they will not be punished or condemned for mistakes they may make along the way.
• Know the strengths and weaknesses of your people. In order to grow your team and the individual members, you must know the abilities of your staff. That means a clear understanding of their knowledge, ability and skills. Structure your leadership style and individualized training and development programs for each team member. The better you know your staff and their abilities, the more you will be able to help them.
• Empower your staff. Nordstrom's has one organizational rule: "Use your good judgment in all situations. There will be no additional rules." Nordstrom's trainings their staff to provide optimum satisfaction for each and every customer. Once the employee is trained, management steps back and let the individual do their job without interference or constant meddling. When staff is empowered to do their job, their self-esteem soars, clients are happier since their needs are fulfill immediately and organizations grow.
• Grow your staff. Most employees want to succeed. A strong leader helps others grow by providing support, training, resources and guidance to help the employees. Granted you may ultimately lose the individual to another organization, but in the meantime, your business is directly benefiting from their increased skill level.
• Delegate. Strong leaders are not afraid to delegate. Individuals develop when they are given new and additional tasks to perform. Additionally, an organization that is managed by a leader who is unwilling to give up control will never increase in size, nor will the clientele be satisfied since decisions cannot be made without the boss's approval.
• Communicate clearly. Communications is a never-ending process. Most managers spend at least 60% of any given day communicating with others. Eighty percent of that time is spent listening to others. Successful leaders are able to constantly communicate the organization's vision at all levels. Additionally they are able to understand the information being presented to them from a variety of sources and then present it in a manner that everyone understands.
• Be available and visible. One of the most stirring moments in the movie Gettysburg was when General Robert E. Lee got on his horse and went to be with his troops. He knew his appearance would motivate them and provide emotional support for the long battle that lay ahead. Employees of today are no different. They want to see their leaders. They want to know the leader cares about them as individuals and that they understand the challenges they are encountering on a daily basis. This can only be accomplished if the leader is available to the staff and has first hand knowledge of the tasks and duties the employees is performing.
• Lead with integrity. People only trust leaders who are honest and fair. Employees need to know and believe they will be treated equitably. A successful leader is willing to be vulnerable in order to win the trust of their staff. Additionally, honesty creates trust within the organization, employees, clients, suppliers and the industry.

It has long been my contention that how leaders within an organization treat their employees is how the staff will respond to the internal and external customer. If an organization wants employees who are not afraid to risk, are willing to go the extra mile for the customer and want to be part of the business' success, then they must provide leaders who are willing to walk their talk, can communicate a vision and are willing grow and embrace the abilities of everyone.

For permission to print The Service Difference: Leadership in your company newsletter or professional journal contact Eileen.

Copyright © 2000 Eileen O. Brownell. All Rights Reserved.