Ray Titus is CEO of United Franchise Group (UFG), a global leader for entrepreneurs with brands in over 1,600 locations in 60 countries.
Few companies, if any, advance under the command of a single person. Even the military usually requires a team of leaders to work together to accomplish a common goal. And that’s the challenge. Many of the qualities that brought your executives to the top, like personal ambition and self-direction, don’t easily lend themselves to working with others. So, when forming a leadership team or evaluating the effectiveness of leaders already in place, you’ll need to look for some unique qualities.
I often start with achievers I admire for their ability to match up with talented people so they can accomplish great things together. I look up to them for their toughness in the face of adversity and their determination to stay for the long haul. Following their example has helped me become an energetic, passionate leader who believes in setting high goals and holding people accountable—especially myself.
Lessons From Great Leaders
The first great leader I learned from is my father, Minuteman Press founder Roy Titus. He turned one print shop into a phenomenally successful network of full-service franchises by, among other things, knowing how to put the right people in the right place to lead their franchise operations. He believed that when your people are based in multiple locations around the country and even the globe, you have no choice but to trust each team to lead effectively.
Trust is also essential in the leadership style of legendary investor Warren Buffett, who is known for a hands-off management style at his companies. If you don’t believe in your managers’ ability to steer the ship, why did you put them at the helm?
Abraham Lincoln has been ranked as one of our greatest presidents since leading the nation through a bloody and harrowing Civil War that kept the Union together. One of his most effective strategies was surrounding himself with a “team of rivals” instead of people who always agreed with him, so he could be sure that anything he proposed would get a thorough review.
I’ve also taken a lot of life lessons from basketball, including the importance of teamwork. Legendary coach Pat Riley knows how to bring high-achieving individuals together to put their skills in service of the group rather than their own glory, no small feat in a sport with so many superstars—and superegos.
What, then, should you look for when building and nurturing your own leadership team?
Five Qualities Of Effective Leaders
I’ve seen my companies thrive under people who exhibit five essential traits:
1. They are positive.
This is non-negotiable, for it sets the whole tone for the team. In challenging times, they have to know there are solutions that they have the power to achieve. You must be honest, but positivity gives people the power to make a difference.
2. They lead by example.
You can tell your people what you want, but modeling the behavior you seek is the best way to get it. I also make sure not to ask anyone to do something I’m unwilling to do myself, whether working extra hours when necessary or taking time off to rest and recharge.
3. They always consider both sides of a story before making a decision.
Every story has two sides, and the facts don’t always match—not that their advocates are trying to be intentionally misleading, but they will naturally emphasize what they think will win their case. Don’t make any decisions until you’ve weighed both sides.
4. They outwork everyone.
This is one of the behaviors you need to model. I don’t just mean putting in more hours. I’m also talking about making sure every aspect of every project is thoroughly and impeccably accomplished.
5. They ask questions.
Failing to ask questions is one of the flaws you most want to look for. Are they a know-it-all who thinks they don’t need additional information? Or do they just not know enough about the subject to ask the right questions? Either way, it’s a red flag.
Finding And Nurturing Leaders
Watching your organization for employees who show these qualities will yield great candidates for leadership. See how they collaborate with their team, and you’ll get a sense of how they’ll lead at the top. If you must go outside, have several of your most trusted people interview candidates and get specific examples of their successes and failures. Be aware that no matter how thoroughly you interview and investigate someone, it’s never 100% guaranteed they’ll succeed in your organization.
Culture is another variable—will they fit in? Having diversity in your people reduces groupthink when everybody automatically agrees with each other and ignores alternative solutions that might work. But the individuals must still fit the culture. Will people want to work with them and for them?
Remember that leadership is a tool that has to be sharpened regularly to work right. Include some leadership-building exercises in your annual or semi-annual strategy sessions, if you have them. (And if you aren’t having them, why not?) In between these meetings, encourage your team to take classes or read books on the subject. At my company, we believe in lifelong learning and urge our teams to take a topic and learn all they can about it.
The best way to sharpen leadership skills is to use them. Once your leadership team is in place, make sure you’re letting them lead.
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