Practical ways to be a Good Leader.
Roger Darlington is a citizen and business consultant from the UK, whose web site has run since the late 1990's. His experience on a range of subjects makes it worth reading AND worth repeating here.
"Remember: leadership skills and techniques can be learned. You don't have to be a natural leader. Very few people are."
Know your team. At some point, every day, walk around the office and say "Hi" to everyone who works for you. If you're not in the office that day, call and see how people are.
Meet your team. Regularly - daily, weekly or monthly, depending on your place and type of work - have meetings of all the members of the team. Keep these meetings short, focused and action-orientated.
Train your team. Every team member should have at least two days training a year. Newer and more senior colleagues should have more. If they don't ask to go on training sessions, suggest some suitable courses.
Grow your team. Through varied experience and regular training, you should be developing each team member to be more and more confident and more skilled.
Set objectives for each team member. As far as possible, these objective such be SMART - Specific Measurable Achievable Resourced Timed.
Review the performance of each team member. At least once a year - at least quarterly for the first year of a new team member - have a review session where you assess performance, give feed-back and agree future objectives and training.
Inspire your team. Consider making available a motivational quote or story every week or month [for lots of good quotes click here].
Socialize with your team. Have lunch or an after-work drink with them, especially when a staff member has a birthday or there's another reason to celebrate.
Thank constantly. The words "Thank you" take seconds to say, but mean so much.
Praise constantly. The words "Well done" take seconds to say, but will be long remembered and appreciated.
Communicate constantly. Don't assume that people know what you're doing, still less what you are planning or thinking. Tell them, using all the communication tools to hand: team briefings, electronic newsletters, organizational newspapers.
Eliminate. Too often we do things because they've always been done. Life changes. Consider whether you could stop doing certain things altogether.
Delegate. You don't have to do everything. Develop your team members by training them to do more and trusting them to take over some of the things you've been doing.
Empower. A really effective leader sets clear objectives for his team members, but leaves detailed implementation of these objectives to the discretion and judgment of individual members of the team. As Second World War U.S. General George S. Patton put it: "Don't tell people how to do things. Tell them what to do and let them surprise you with their results”.
Facilitate. A confident leader does not try to micro-manage his team, but makes it clear that, if team members need advice or assistance, he is always there to facilitate and support.
Be on time. Always start meetings on time and finish them on time. Natural breaks keep people fresh. Short meetings concentrate the mind.
Be seen. Don't just talk the talk, but walk the walk. So visit each unit or department for which you are responsible on a regular basis. Don't do this unannounced - you are not out to undermine other leaders or catch out staff. So arrange with the unit leader or departmental head when you'll visit and ask him or her to walk round with you.
Make time. Managers are often very busy and this can deter people from approaching you, so make time for people and be approachable. People will appreciate you taking five minutes out of your busy schedule, especially if you act on/listen to what they say.
Really listen. Many of us - especially those who think they are important - don't really listen, but instead think about what they're going to say next. Give the person speaking to you your full attention and really take on board what they are saying. [For more detailed advice on listening click here]
Accept honest criticism. Criticism is hard to take, particularly from a relative, a friend, an acquaintance or a stranger - but it's a powerful tool of learning. Above all, assess criticism on merit, without regard to its originator.
Think strategically. The doers cut a path through the jungle; the managers are behind them sharpening the machetes; the leaders find time to think, climb the nearest tree, and shout "Wrong jungle!" Find time to climb the trees.
Have a mentor, someone doing similar work in the same or a similar organization with whom you can regularly and frankly discuss your progress and your problems as a leader.
Have a role model, someone who can inspire you to be a truly great leader. If you can't find one, study Jed Bartlet as the American President in any episode of the television series "The West Wing".
Constantly revisit and review these tips. In his seminal work, "The Seven Habits Of Highly Effective People", Stephen Covey puts it this way: "Sharpen the saw".
Plan your succession. You won't be there forever and you may not be in control of the timing and circumstances of your departure. So start now to mentor and train at least one colleague who could take over from you. Nelson Mandela did this (with Thabo Mbeki) - so should you.
Eric
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It's great when two people you know personally receive well earned industry recognition for career leadership and personal commitment. Such is the case with Mike Regan, CEO of Tranzact Technologies and Al Burba, VP of Field Sales for DHL Express.
I serve with Mike Regan on the Board of Directors of the American Society of Transportation & Logistics and know him to be a visionary leader and substantive influence on the direction and strategic value of supply chain and logistics.
Al Burba is a great friend and colleague of mine at DHL and a superior talent for our company. Al's energy and customer care are well known. He teaches his troops by example and has built a reputation for quality in every part of the business he has touched. Al was a major influencer on the NASSTRAC carrier advisory council for the previous two years. 
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