nd effectiveness. People will follow your lead when they appreciate you, admire you, and trust you.

Leaders on all levels are problem-solvers. How great it is when someone approaches a supervisor or upper management and says, “Here’s a problem I have run into. I’ve looked at it from several perspectives, and here is something I think will alleviate the situation. May I share my ideas with you?” Or, better yet, maybe this person has advanced to the degree that he or she takes the initiative to apply a good solution to the problem without even approaching the supervisor or upper management. Both of these workers show leadership over the one who constantly s

In sports, coaches often talk about senior leadership as an important aspect of a championship team. In business and community groups, we frequently hear how experienced leadership is responsible for the growth and success of an organization. Leadership is constantly associated with people who have been around the block or have advanced to certain job titles, and rightly so. But you don’t have to be a veteran or have a title to be an effective leader in your organization.

Sometimes, someone with very little experience and no job title will come into a group and immediately have a positive impact. A Leader can be a rookie on the team or an entry level worker in the office. Only this week I read a quote from a college basketball coach who said about a freshman player, “He has definitely helped this team, not only with his personal contribution but also by helping everyone around him perform better.” That’s leadership.

On your team, in your community group, or in your business office, do you help bring out the best in those with whom you work? If so, then you are actively displaying one of the primary attributes of a leader.

Such people expect the best from themselves, and as they work toward and reach higher levels of personal performance, they influence others to do the same. They don’t necessarily say much, but they inspire others in leading by example. They are able to lead by example because they believe in themselves, in the organization of which they are a part, and in other members of the organization. This belief turns into action on the parts of everyone, which increases the confidence factor and production of the group.

The belief and confidence to which I refer is not to be confused with being arrogant. Arrogant people don’t lead well. Arrogant people are always asking, “What’s in it for me?” Real leaders ask, “What can I contribute and how can I best improve the organization?” They treat others as equal and important. As they positively influence the attitudes and actions of those with whom they associate, whether they be coworkers, upper management, or the person who empties the trash, leaders cause people to think, “You make me glad I’m me when I’m around you.”

Leaders can more fully enjoy their work, their organization, and their associates because they have a hand in making it enjoyable. If you want to be such a leader, regardless of your experience or position, keep in mind that it all begins with you. Be less concerned about leading others and more concerned about leading yourself. People will follow you when they see you doing your job with the right attitude, discipline, efficiency, and effectiveness. People will follow your lead when they appreciate you, admire you, and trust you.

Leaders on all levels are problem-solvers. How great it is when someone approaches a supervisor or upper management and says, “Here’s a problem I have run into. I’ve looked at it from several perspectives, and here is something I think will alleviate the situation. May I share my ideas with you?” Or, better yet, maybe this person has advanced to the degree that he or she takes the initiative to apply a good solution to the problem without even approaching the supervisor or upper management. Both of these workers show leadership over the one who constantly sa

er in the office. Only this week I read a quote from a college basketball coach who said about a freshman player, “He has definitely helped this team, not only with his personal contribution but also by helping everyone around him perform better.” That’s leadership.

On your team, in your community group, or in your business office, do you help bring out the best in those with whom you work? If so, then you are actively displaying one of the primary attributes of a leader.

Such people expect the best from themselves, and as they work toward and reach higher levels of personal performance, they influence others to do the same. They don’t necessarily say much, but they inspire others in leading by example. They are able to lead by example because they believe in themselves, in the organization of which they are a part, and in other members of the organization. This belief turns into action on the parts of everyone, which increases the confidence factor and production of the group.

The belief and confidence to which I refer is not to be confused with being arrogant. Arrogant people don’t lead well. Arrogant people are always asking, “What’s in it for me?” Real leaders ask, “What can I contribute and how can I best improve the organization?” They treat others as equal and important. As they positively influence the attitudes and actions of those with whom they associate, whether they be coworkers, upper management, or the person who empties the trash, leaders cause people to think, “You make me glad I’m me when I’m around you.”

Leaders can more fully enjoy their work, their organization, and their associates because they have a hand in making it enjoyable. If you want to be such a leader, regardless of your experience or position, keep in mind that it all begins with you. Be less concerned about leading others and more concerned about leading yourself. People will follow you when they see you doing your job with the right attitude, discipline, efficiency, and effectiveness. People will follow your lead when they appreciate you, admire you, and trust you.

Leaders on all levels are problem-solvers. How great it is when someone approaches a supervisor or upper management and says, “Here’s a problem I have run into. I’ve looked at it from several perspectives, and here is something I think will alleviate the situation. May I share my ideas with you?” Or, better yet, maybe this person has advanced to the degree that he or she takes the initiative to apply a good solution to the problem without even approaching the supervisor or upper management. Both of these workers show leadership over the one who constantly s

y much, but they inspire others in leading by example. They are able to lead by example because they believe in themselves, in the organization of which they are a part, and in other members of the organization. This belief turns into action on the parts of everyone, which increases the confidence factor and production of the group.

The belief and confidence to which I refer is not to be confused with being arrogant. Arrogant people don’t lead well. Arrogant people are always asking, “What’s in it for me?” Real leaders ask, “What can I contribute and how can I best improve the organization?” They treat others as equal and important. As they positively influence the attitudes and actions of those with whom they associate, whether they be coworkers, upper management, or the person who empties the trash, leaders cause people to think, “You make me glad I’m me when I’m around you.”

Leaders can more fully enjoy their work, their organization, and their associates because they have a hand in making it enjoyable. If you want to be such a leader, regardless of your experience or position, keep in mind that it all begins with you. Be less concerned about leading others and more concerned about leading yourself. People will follow you when they see you doing your job with the right attitude, discipline, efficiency, and effectiveness. People will follow your lead when they appreciate you, admire you, and trust you.

Leaders on all levels are problem-solvers. How great it is when someone approaches a supervisor or upper management and says, “Here’s a problem I have run into. I’ve looked at it from several perspectives, and here is something I think will alleviate the situation. May I share my ideas with you?” Or, better yet, maybe this person has advanced to the degree that he or she takes the initiative to apply a good solution to the problem without even approaching the supervisor or upper management. Both of these workers show leadership over the one who constantly s

uence the attitudes and actions of those with whom they associate, whether they be coworkers, upper management, or the person who empties the trash, leaders cause people to think, “You make me glad I’m me when I’m around you.”

Leaders can more fully enjoy their work, their organization, and their associates because they have a hand in making it enjoyable. If you want to be such a leader, regardless of your experience or position, keep in mind that it all begins with you. Be less concerned about leading others and more concerned about leading yourself. People will follow you when they see you doing your job with the right attitude, discipline, efficiency, and effectiveness. People will follow your lead when they appreciate you, admire you, and trust you.

Leaders on all levels are problem-solvers. How great it is when someone approaches a supervisor or upper management and says, “Here’s a problem I have run into. I’ve looked at it from several perspectives, and here is something I think will alleviate the situation. May I share my ideas with you?” Or, better yet, maybe this person has advanced to the degree that he or she takes the initiative to apply a good solution to the problem without even approaching the supervisor or upper management. Both of these workers show leadership over the one who constantly s

nd effectiveness. People will follow your lead when they appreciate you, admire you, and trust you.

Leaders on all levels are problem-solvers. How great it is when someone approaches a supervisor or upper management and says, “Here’s a problem I have run into. I’ve looked at it from several perspectives, and here is something I think will alleviate the situation. May I share my ideas with you?” Or, better yet, maybe this person has advanced to the degree that he or she takes the initiative to apply a good solution to the problem without even approaching the supervisor or upper management. Both of these workers show leadership over the one who constantly says, “Here’s a problem. What are you going to do about it?”

As I emphasize in my Anatomy Of A Leader book, “Each individual in an organization must make a choice as to what role he or she will play. The choice is to either actively participate or simply go through the motions from the sidelines. Being a reliable member of an organization means contributing to the success of everyone.” Think like a leader.