Am I a good leader?

This is a question all leaders should be obsessed with – and, for good reason.

A few years ago, Bain & Company conducted research with the Economist Intelligence Unit to understand if inspiring leaders really make a measurable difference. What they found was staggering: inspired employees are more than twice as productive as satis?ed employees.

Stated in their report, “Employees react differently when they encounter a wall…satisfied employees hold a meeting to discuss what to do about walls. Engaged employees begin looking around for ladders to scale the wall. Inspired employees break right through it.”

This data helps explain why innovative companies focus so much on marketing their purpose and creating an inspiring employee experience. Even without the evidence from Bain, most of us know the positive effects good leaders can have on culture and performance, and equally, the opposite effects from poor leaders. The need for good leadership has spurred a thriving multi-billion-dollar leadership development industry; however, we still see many examples of poor leadership in business, government and other areas.

I believe the foundation of good leadership is often over-complicated and is actually quite simple. It has been quipped that “the hardest thing about managing people, are the people,” and there is an insight we can learn from this. Having a basic understanding of human psychology – such as motivation, stress, and purpose – is the cornerstone of the good leadership. This equips leaders with the tools needed to handle the inevitable ups and downs of their teams, as well as how to inspire and bring out the best in others.

So, what are some practical ways for leaders to improve their skills? I have two suggestions.

First, honestly evaluate strengths and weaknesses. If I were to rate my leadership on a scale from 1 to 10 today, I would rate myself as a 5 at best. Yet, I try so hard. There are areas where I excel, but I’m aware of areas that need work.

Second, have the courage and humility to change. This is done by focusing on building strengths even further, and then considering what weaknesses need the most attention. I have found that working on both areas in parallel has given me the best results.

With this frame to improve, it’s important to know what leadership qualities will have the most impact and therefore deserve attention. In Bain's research, they found 33 statistically significant characteristics that can make up an inspiring leader, and those with any combination of just four characteristics are more than 90% likely to inspire those around them. Interestingly, Bain also found that no combination of strengths is better than another, suggesting the importance of authenticity.

In terms of behaviors, I have found Jim Collins book From Good to Great as the best resource. His model of ‘Level 5 leadership’ describes the best leaders as having a “paradoxical mix of personal humility and professional will.” The behaviors of Level 5 Leaders include recognizing those around them when things are successful; taking the heat when things go poorly; ensuring their successors will be better than they are; focusing on the success of the company rather than the success of themselves; and taking the more difficult roads that lead to enduring results.

On a more personal note, there are a few behaviors I have seen in many good leaders that I find particularly inspiring:

• Listen. Good leaders pay attention and genuinely listen to their teams.
• Know your people. It’s hard to lead someone if you don’t know much about them. Good leaders get to know their teams beyond just their professional lives.
• Change. Good leaders question their own assumptions daily and are willing to act on facts, not feelings. They are humble enough to learn from their teams and are flexible in their approach.
• Take time. Good leaders are good teachers. They invest time and energy into developing their people and foster a shared ambition for their success.
• Provide feedback. Good leaders know how to give relevant and timely feedback without demotivating. They also have the emotional intelligence to approach each team member differently to fit their needs.
• Meet at eye level. It’s often easy for leaders to speak frankly with their team members, without the reverse being true. Good leaders create an environment where their teams are comfortable expressing their honest and open thoughts and feelings.

Enough said! I now suggest you pick one theme that resonated with you and…just do it!

You can read more about Bain’s research here: