What do good leaders do differently?
Findings from a research project.
In August, 2023, I had the privilege and joy of asking dozens of folks around the world: ‘What are the best things about your leaders? What do you appreciate and respect most about your leaders?’
I know that you are being bombarded with information on every platform. So, let me briefly share the key leadership qualities that emerged from my conversational research.
If you want to be a good leader - here is what you can do.
Be authentic. Reveal with discernment.
“I would say authenticity, transparency, and kindness make them an incredible leader.” - Project Manager, Canadian Space Agency
Authenticity is a big theme in the leadership space at the moment and I am not surprised that it was a key learning that cropped up in my conversations.
Take these quotes:
“I think authenticity, being genuine and actually caring about other people are the most important signs of good leadership to me." - Industrial Organisational Psychologist, Banking
“Probably one of my leader’s greatest strengths is that they're genuine. Transparent about what they're saying and what they're talking about.” - Behavioural Analyst, Risk & Banking
“A quality in my leaders that is important to me is sharing feelings. It's okay to say, ‘Actually, I'm quite nervous or I'm quite scared. I'm a bit confused.’ Being a vulnerable human.” - Account Manager, Personality Psychometrics
It is clear, we want our leaders to be genuine, human, and vulnerable.
But let's dive deeper into authentic leadership, as I found the research sparked some delicious explorations on the nuances of transparency and vulnerability.
A couple more quotes:
“One of the skills I am trying to understand is how to tiptoe that balance of being vulnerable and being reserved so that I don't burn myself out.” - Chairperson, Youth Leadership
“One of my leader’s greatest strengths is transparency. He is always really good at sharing his highs and his lows. He is definitely transparent and authentic in terms of emotions too, which I think can be a positive and a negative depending on what the emotions are … as he usually shares volatile emotions, which can influence me and the team.” - Microbiologist, Biotechnical Research
Okay, let me summarise what I learned and what I think you can apply into your own leadership.
Constant transparency and vulnerability can lead to burn out.
We want leaders who are transparent with their thoughts and emotions, but not to the detriment of the team.
The way I like to see it is; Be Authentic. Reveal with discernment.
I see this skill of authentic leadership on a spectrum of transparency, we are always ourselves, but we adapt what we show, how much we reveal, depending on the situation.
On one end of the spectrum, we have 0% transparent, closed - inauthentically presenting robot-like behaviour. On the other end, we have 100% transparent, where we are so open and unfiltered that we are burying others in our emotional baggage or vomiting all our thoughts onto their already full plate.
We want to thread that balance of how much of ourselves we reveal depending on the context. Not being at the extremes, but working in that central area - discerning how much of our internal thoughts and emotions we share depending on the situation.
As you build the muscles of your leadership, here are a few questions you can reflect on to expand your self-awareness on this topic. Feel free to pause the screen and read this at your leisure.
When was a time that you shared something of yourself to help another feel more comfortable?
When was a time that you held yourself back from being yourself because it felt socially awkward? Would you do the same again?
When was a time your emotions affected others unintentionally?
Balance giving autonomy and providing support
"I want the leader to have the responsibility but also give me the autonomy to figure out how to do it." - Manager, Parks Canada
For those of you already leading, I encourage you to give autonomy to your team members and provide them with support. This theme came up again and again in the conversations.
Allow me to share two further quotes:
“I want to have the freedom to do things … with the protective hands of someone with more experience backing me up." - International Coordinator, YMCA Netherlands.
“The best leaders have allowed me to fail and explore." - Co-Founder, Carbon Capture Company
I recognise that everyone has their own preference when it comes to autonomy, but the core sentiment from the research is that we are looking to our leaders to put in place the scaffolding, but allow us to find our own way up it. And if we can’t figure out how to reach the window, secure the stake holder, or when we lose our footing and drop back down a level, we want the leader’s support, strength and experience to guide us.
Once again, I see it as finding a balance, this time on the spectrum of support. Too much support equals micromanagement - constantly creaking your neck as you look over your shoulder with no autonomy. Too little support equals directionless, uncertain if you are rowing in the right direction and having all the responsibility. We are aiming for the middle ground of support, where you have the autonomy to find your own path, as well as the guidance and advice when needed.
Let me leave you with a final thought. I believe autonomy is earned incrementally. The more experience I have with the task, the more freedom I can have to get it done appropriately.
So, if you are not a leader, earn that autonomy. If you are a leader, reward good work with more autonomy.
"Micromanagement creates an environment where we feel like we can't fail or try new things." - Meghan
Recognise that work is part of life
"What do good leaders do? A big one for me is that they take me as a whole person and don’t just focus on the necessary skills or work tasks." Chef, Nova Scotia
Work is not insular. It is not an isolated compartment. It is not everything. Work is intertwined with our lives.
You want to be a good leader? Remember that work is a part of life.
Let me share another quote:
“Leadership is very much about outcomes, but also remembering that there are actually people involved here.” - Business Psychologist & Account Manager, Personality Psychometric Org
This quote speaks volumes to the theme, and I found it particularly relevant with AI becoming more and more integrated in our lives. As the new tech becomes a fixture in our work, the human element becomes that much more important. We want leaders to see us as more than mere task performers. More than just workers, but as humans - with all the aspirations, challenges and delights that come with that.
So, when you lead, ask about their birthday. Share stories of the weekend adventures. Offer an empathetic ear when personal challenges crop up. If you value your team members as people, you build connection. You build loyalty.
Now, I have approached this research and video from the perspective of young professionals and I want to challenge us. We want to be seen as a whole person - well, our leaders are whole people as well, with life outside of work (in most cases!). Take a moment to recognise that sometimes life will affect our leaders as well and give them a little bit of slack, when it makes sense.
Listen
"One thing that my line manager did was listen - like, genuinely listen … actively looking into my performance and how everything went." - Marketing & Influencer Manager, Germany
Listen. Listen. Listen.
Listening was another key theme that cropped up in the conversations. We want to work for leaders who actually listen.
"One of the best things about our leader is that while they are the leader they are very much willing to hear the inputs of everybody else." - Account Manager, Personality Psychometric Org
"The best leaders, for me, make me feel appreciated and create a safe space to bring ideas and questions. They don't make you feel like a burden." CEO, Sustainable Investment
We can see from these quotes; we admire leaders who are willing to hear the ideas and inputs of their employees, valuing their contributions and incorporating those thoughts into the projects and strategy.
If you want to improve your listening skills, here is a little exercise I find useful (whether you are leading now or will be in the future):
Bring to mind one person in your life who listens very well.
Ask yourself, what does this person do when they are listening?
Identify three to five behaviours that you want to emulate.
Test it out in your own way …
See if you can create that safe space for others to bring their ideas and questions, without them feeling embarrassed or uncomfortable.
Lead by Example
The final leadership quality that was apparent in my research was to lead by example. I know it is cliche, but it came up again and again.
"The best thing about the leaders is that they are very hands on and they lead by example." - Senior Geoscientist, Dubai
"I experienced someone leading by example and leading in such a way that they inspired people to respect them." - Doctor in Residence, Nova Scotia
"They lead by example. They exemplify. They practise what they preach and they are people that you look up to. They have good morals, values, and you know that what they're saying and doing they are also living. I think that's what resonates most with me." - Nurse, Ontario
"It's definitely difficult when you have a leader that's telling you to do XYZ and then they're behaving very differently." - Chef, Nova Scotia
If you are a leader now or going to be one down the line, leading by example is a key quality if you want to have the respect and trust of your team. Why listen to someone who says one thing, but behaves in a different way? What direction should we follow - the spoken instructions or the behaviour?
Leading by example isn't just a cliché; it's a timeless cornerstone of effective leadership. As you continue your leadership journey, I encourage you to be consistent, align your instructions with your behaviour. Lead by example.
Summary
You want to be a good leader …
Be authentic; reveal with discernment.
Balance giving autonomy with providing support.
Recognise that work is part of life.
Listen
Lead by Example
I recognise all these leadership qualities I have shared are high level brush strokes. So, keep your antennas up, my aim is to continue exploring all of these points in greater depth and provide you with practical means of how to implement them, and/or questions to ask yourself to help shape your understanding.
The thematic analysis was supported by AI, but the research was ultimately articulated by a human - Jono - with all his foibles and meanderings.