Take note: If you lead others in the workplace, you have more impact and influence with your team than does your president or CEO—and your influence is magnified during tough economic times. That turns your personal credibility and connection with your team into a huge asset, says Jim Kouzes, co-author (with Barry Posner) of The Leadership Challenge and one of the Wall Street Journal’s top-rated executive educators.

His advice can help unit-based teams—and their leaders and sponsors—improve team performance and accountability. It’s a reminder that learning, serving members and delivering affordable, quality care happen at the local level.

What people demand of their leaders

“If you are a manager, you are the most important leader to those in the organization,” Kouzes said in a recent teleconference with executive coaches and consultants. “You have the most influence over the trajectories of people’s careers, their shared vision and values, and how effectively they perform in their role.”

Kouzes’ comments included three things every manager should know about leadership.

• “The enduring truths of leadership have remained constant over the 25 years of our research,” said Kouzes. Topping the list, well above technical competence, is honesty. “Credibility is the foundation of leadership,” he said. “People won’t accept a message if they don’t believe the messenger.” His advice for maintaining credibility is straightforward but unforgiving: Do what you say you will do.

People won’t accept a message if they don’t believe the messenger.

What constituents want to know

• “The No. 1 question for new leaders is, ‘Who are you?’” said Kouzes. “People want to know what you stand for, where you came from, and what you care about. Leadership is personal. Especially in difficult times, values are what drive commitment. It takes time to “show your values, have conversations and engage people,” but, he says, that’s part of the leader’s job.
• “The No. 2 question is, ‘Where are we going?’ It’s important in a crisis to remind ourselves of the core principles that are guiding us. Leaders need to set the context and direction” for their teams, said Kouzes. “People do their personal best in times of change and difficulty. But as a leader, you have to define reality…not deny it.”

How to stay sharp

• “You need to take a breath,” said Kouzes, reflect, and then take action. “Proactive people do better with stress than do reactive or inactive people.”

 

For Jim Kouzes and Barry Posner’s blog, see: http://www.leadershipchallenge.typepad.com/