7 People Skills of Great Leaders

When you listen to great leaders, they have this charismatic personality which allows them rally the troops and inspire them. It’s not only about who they are at their core, which we talked about last week, but how they show up for and support others. And it's not just within their own team. They have the same impact more broadly across the whole organization. People follow great leaders because they know they will be supported, challenged, and cajoled into becoming better versions of themselves.

That said, let’s explore the interpersonal skills that all leaders have in common and which they have perfected over time regardless of industry or position. These are having a vision, building trust, developing others, delegating, not micromanaging, removing barriers, and being a team player. When these qualities combine with the personal values we covered last week, such as courage, empathy, and integrity then the result is success in any leadership role!

Having a Clear Vision

Every leader needs a vision for their team; a clear understanding of where they want to take them and what success looks like for them. Leaders will never get everyone on board if they don't know where they're going themselves; that lack of clarity can lead to a lack of engagement and much uncertainty. They need to know their goals and objectives, how these fit into the bigger picture, effectively communicate those to their team, and maximize their team’s skills and assets. They understand the importance of having a plan and inspiring others to follow.

They also need to have a clear vision for themselves as a leader. What do they stand for? What do they want to be known for? What style of leadership do they want to embody and convey to their teams? We’ve all experienced what we considered good leaders and bad leaders. You can define that vision of a leader for yourself based both on how you want to show up as a leader and how you don’t.

Building Trust

Trust is the foundation of great leadership. Great leaders must be trustworthy. Their people need to believe and trust both in their ability to lead and in their judgement. Without trust, people won’t be open to exploring new ideas or taking on challenges, because they are operating under a lack of faith. When the leader inspires trust, there is a greater willingness to take risks.

But how do you build trust? It boils down to communication, collaboration and connection. First, you have to show up authentically. You must be true to your own self and not worry about how others will perceive you. That also implies being vulnerable, allowing your team to see the chinks in your armor. You also have to be transparent and share your goals with the team. When people know what they are shooting for they can get fully on board, but if they feel you are hiding something, then the road will be a bumpy one. When you clearly share the vision and goals, it also breeds a feeling of "we're in this together", which further grows trust. Lastly, allow your people to fail and encourage them to look at those instances as a learning opportunity and don’t play the blame game. There are few things less constructive than blame.

Trust takes a long time to build, though it can also erode quickly if people see that you have questionable judgement or don’t hold yourself accountable for your mistakes. Trustworthiness is a critical people skill that should be constantly built, demonstrated, and nurtured.

Developing Others

Great leaders are also great people managers who inspire people, motivate them to go the extra mile, create a flexible but fair environment for people to thrive in. They help their people their own interpersonal skills and understanding of their own development. They are highly skilled at providing guidance and constructive feedback which shows them the path to growth and personal development. And the key is that they do this with a genuine interest in people, not just because of what people can do for them. It is part of the culture they have created: people matter and people should grow and develop to be more than their current role.

The easiest way to figure out how to develop others is to start by asking people how you can help them be successful. Great leaders invest time in people. They mentor them, and provide them with opportunities to learn new things. They help people grow into the future they envision for themselves, not just what is needed today. As a result, people feel valued and develop loyalty to great leaders because they know that their personal growth matters and that their leader is invested in them personally. Remember that development isn’t one-way. When you help people, they will often help you in return, so invest time in them.

Providing constructive feedback is something that sets great leaders apart from your run-of-the-mill managers. It is a skill that takes practice and patience to develop, but when you learn to do it well, people are very receptive. How do you do that? By giving concrete examples to illustrate your point, helping them understand that you are coming from a place of support and not judgement and helping them explore how this feedback will be beneficial to them in the long-run. Ask them questions that can lead them to their own epiphanies, such as "how else could you have approached this? what result might this other approach have generated?" You should also ask them what, if anything, they need in order to have better success and support them in providing them the help they need. Also, consider providing feedback in a more casual atmosphere and making it a conversation, instead of talking at them.

Delegating

Some people are great at delegating, while others just can’t seem to let go of certain things. When people learn to delegate, not only does the workload get done but people also grow in confidence and feel empowered because they know their leader trusts them. The best people managers know how to delegate tasks effectively without taking over people's tasks. They also know how to empower people, which brings people a greater feeling of satisfaction and accomplishment since they know that their efforts will be recognized and rewarded.

In order to delegate well you have to be able to motivate people, so they are willing to take on the task even if it is not in their job description or comfort zone. Provide people with the necessary resources and training so they feel confident and comfortable. I’ve come across many who say “I could have so-and-so do this, but it’s much easier and faster if I just do it.” With that philosophy, you deny others the opportunity to learn and grow. Hold people accountable and make people feel like they are an integral part of the team. Try to be as specific as possible when it comes to describing tasks people should complete and offer up opportunities for people to ask questions and clarify if needed.

No Micromanaging!

A long time ago, I had a a manager who used to micromanage. I remember thinking “I never want to do that to anyone I might be in a position to lead”. It is incredibly disempowering to always have someone over your shoulder questioning everything you do. It made me second guess every move and decision I made. Empowering people to take responsibility for their careers is one of the most effective ways people managers can motivate people to do a good job.

Avoiding micromanagement is something that people managers should master at all costs. So, how do you do that? Once a task has been delegated, the best people managers let go of the task, choosing to trust in people's abilities. This encourages autonomy. It empowers individuals to take ownership of what they do. When people feel that their manager trusts them and gives people the freedom to take initiative, they feel more confident. It doesn’t mean they are not available for questions or to provide some coaching when people need it. They just realize that it is not possible for them to be personally involved in every task people complete. If you are micromanaging your people, they will feel like you don’t trust them or that they aren’t capable of doing the job themselves.

Removing Barriers

Any great leader should be aware of the barriers their people might face which can either hinder their progress in getting the job done or keep them from reaching their full potential. When people have roadblocks, as an example something they themselves cannot resolve, it is important to address these issues before people start feeling frustrated.

When assigning a task to someone, great leaders should aim to be proactive and spot any barriers people might encounter, especially if these relate to others outside of their sphere of influence. This will enable them to start taking the necessary steps to remove them.

Some roadblocks can be addressed and resolved by the individual themselves and they should be encouraged to do so. Others will need your explicit support in addressing the issue and removing the barrier.  When someone on your team comes to you with a concern or a roadblock, it is your job to first try to walk them through resolving the obstacle on their own, or, if they have tried a number of things and none are working, to step in a remove the barrier for them.

Being a Team Player

When people feel they are part of a team, they will collaborate and work together more seamlessly. This is because they understand that although their ideas might be different from those of their colleagues, this doesn't have to stand in the way of people working together. It can actually help them come up  with better solutions. This is done through building trust.

When people work together, they are more likely to feel that they contribute meaningfully to the company and that what they do is recognized by their colleagues. That team includes you! When I had a team, I never asked them to do something I wasn't willing to do myself, whether that was putting labels on jar or packing a box to send to the client. Be willing to get in the trenches with them. While it may not always be possible to do so, even the simple act of offering to support, or jump in can work miracles.

Final Thoughts

There you have it. These interpersonal skills are key to get people to do their best work and reach their full potential. When people feel that they are a part of something bigger than themselves, they step up and exceed everyone's expectations.

Leading people is not an easy task; people require different strategies when leading them - some people respond better when given specific instructions and others need more freedom. These skills are needed to help people feel inspired and motivated to do their best. So, getting to know you people well is key to opening the door to great leadership.

Those who make the best leaders know that people come in all shapes, sizes and personalities and work best when they can capitalize on people's strengths and adapt themselves to the different personalities on a team, much like a parent adapts to the differences between their children, not the other way around. Making people feel appreciated is one of the most powerful motivators we have at our disposal - people will not only do more when they feel valued, they are also more likely to stick around longer.

What has been your experience with leaders? Have you had more great leaders than not? Share your experience in what has worked for you and what you've learned!