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If there is no urgency, if the thing can be done “whenever,” then there is little need for leadership.

Sense of urgency:

Sense of responsibility: Responsibility is the understanding not only that something must be done, but also that you must do it.

Sense of service: If your mission serves only yourself or a small crowd, you have no chance of becoming a great leader.

I quickly realised that I couldn’t change what I didn’t notice, and my critical, negative approach was something that was so ingrained in me that I didn’t even know it was there. The humbling experience of asking others for help, to let me know when I was engaging in destructive behaviour, was the second step

I began to express appreciation in ways that I had never done before. Rather than pointing out the one thing that wasn’t perfect, I found the many things that my team members were doing well and let them know how much I appreciated their hard work and their levels of excellence.

Fourth, I stopped talking in terms of “me” and started talking in terms of “we” when it came to success

Unleash the strengths and the positive energy of others around you by emphasising and building on employees’ strengths Use deliberate communications to help connect day to day work with a higher purpose that has meaning for your employees Praise your employees for specific positive things that they have done Take time to encourage your employees and support them when times are stressful Offer to help out to ease the load when someone is struggling Keep a gratitude log of all of the positive things you are grateful for Call or send personalised notes of gratitude on Thanksgiving, New Year’s and employees’ birthdays Be compassionate Practice forgiveness with yourself and others And, most importantly, take care of yourself, manage your own stress and energy, so that you can be a positive force each and every day no matter what happens around you

• Promote safety by connecting personally and informally.

The difficulty for leaders, and for us, is that many significant challenges are ambiguous.

Leadership is turning ambiguity into measurable action steps, translating what we fear into what we can do.

Leadership is turning ambiguity into measurable action steps, translating what we fear into what we can do.

Train managers how to give feedback.

Managers need to learn how to have candid conversations with their employees about their performance and potential.

Provide development for ALL employees.

In Times of Failure

The cocky leader will be extremely disappointed and moderately immature. His anger, aggravation, and frustration will reveal itself in the way that he describes the team's failure.

The confident leader will acknowledge the fact that 'we' did not win the game; however, the leader will not put the blame on 'we' but on 'me'.

Finally, cocky leaders never consider using their words to bring people together as their first priority. Their insecurity won't allow that. However, confident leaders constantly find ways to put their team in the best position to win the game. When they win, the leader gives the team credit for doing so. And when the team loses, the leader takes full blame for not putting the team in the best position to win.