Here are Ten Common Characteristics of Great Leaders
By: Dave Clossey / T.J. Tedesco
For: The Binding Edge
Published: Summer, 2002

Effective leaders possess many different characteristics. There are literally hundreds of factors that can make a leader valuable, and a different mix is desirable for different occupations. For example, the qualities necessary to be a leader in the financial services industry may be vastly different than those required by a school superintendent or a bindery owner for that matter.

Despite the wildly divergent characteristics that make great business leaders, there are still some common traits inherent in all successful ones, regardless of industry. Some say that great leaders are born with their abilities. While we’re not going to engage in this debate, my observations of skilled leaders in the graphic arts industry prove to me two things: first, behavior impacts a leader's results; second, behaviors can be modified. Therefore, it logically follows that leadership skills can be taught ... and learned!

Here are ten of these traits, along with explanations as to what makes each one an essential part of an effective leader. It should be noted that some of these are based on an article by Fred Smith published in the Fall 1996 edition of the Leadership Journal. (Smith is a former executive with Genesco and has published numerous works on leadership, including his landmark book Learning to Lead.) See how many of these traits are apparent in you and the members of your management team:

Solid organizational skills – Organization is paramount to building a successful company. If you can’t determine what needs to be done – and when – how are you going to get anyone to believe in you or your vision?

Thrives on challenges – Leadership positions are challenging by design; the ability to deal with ever-changing circumstances, and make decisions based on those circumstances, is not for everyone. A potential leader should be eager to undertake any challenge. This point is especially pertinent in today’s difficult graphic arts environment.

Mental toughness – A good leader must be willing to accept criticism. The ability to objectively make tough decisions, and stand behind those decisions, is crucial. It can also be isolating. As Smith put it, “Leadership creates a certain separation from one's peers. The separation comes from carrying responsibility that only you can carry.” The mental toughness required to accept these responsibilities is a requisite for valuable leadership.

Direct and honest communication – This is similar to mental toughness in that it incurs the risk of criticism and isolation. Effective communication can only be achieved when the message is to the point. Though it may not always be well-received, such direct communication will swiftly earn a leader the respect they need to thrive.

Commands the respect of peers – Peer respect should not be confused with being well-liked. Though one may lead to the other, it is respect that is most important to effective leadership, not likeability. Leadership involves getting people to believe that you will succeed and make them succeed; respect is the first step to achieving that.

Creates practical ideas – Innovative thinking isn’t always the hallmark of great leaders. The ability to conceive ideas that are practical and easily implemented is more important at the critical decision-making level. A person who is unsure of their ideas, or requires a “team” to generate and implement ideas, will often falter in a leadership position.

Willingness to accept responsibility – This is perhaps the most important trait an effective leader can have. Accepting the responsibility that comes with leading an organization is paramount to that organization’s success. Here’s a quick test for a potential leader: propose two hypothetical, equal-paying jobs to them. One is a demanding leadership role; the other is a position with much less responsibility. A potential leader should not be intimidated by that extra responsibility.

Willingness to delegate – It’s not uncommon for leaders to feel the need to do it all themselves. However, this reduces a leader’s efficiency and ability to focus on the most prescient tasks. It also sends the wrong message to others that they cannot be trusted to perform necessary tasks.. This is true in swiftly-growing companies, where the owner is often unaccustomed to relying on others. As companies expand, good leaders should keep themselves free to solve problems and leave the minutiae to others.

Carry tasks out to completion – In conjunction with good organization, this trait measures a person’s drive when put to a task. This can be tested by assigning to someone a problem they aren’t typically responsible for solving. A great leader will run with the challenge and be sure a proper solution to the problem is found.

Past leadership – Prior leadership experience is often a harbinger for future success. This experience can be anything from managing a pizza delivery shop to captain of the high school soccer team. What these experiences show is past recognition of leadership talent, and at least rudimentary honing of that talent.

What does this mean to me?

The ability to lead effectively is a vital necessity in any industry, and binding, finishing and loose-leaf manufacturing services certainly are not exceptions. In a customer-oriented industry such as ours, the ability to lead through constant change – both company-wide and industry-wide – is essential to your company’s success.

These traits are a guideline to follow when seeking potential sales or production managers. These positions require effective leaders who should be capable of handling customers in both good and bad times.

In conclusion, here’s a quote from an article by Herb Kelleher, the innovative CEO of Southwest Airlines, in the Spring 1997 edition of Leader to Leader magazine. On the subject of taking a leadership role, Kelleher wrote, “The fact that I cannot possibly know everything that goes on in our operation – and don't pretend to – is a source of competitive advantage. The freedom, informality, and interplay that people enjoy allows them to act in the best interests of the company.”

T.J. Tedesco is a “hands-on” marketing, sales, coaching and training consultant to the post press industry. He is the author of Binding, Finishing & Mailing: The Final Word, and Win Top-of-Mind Positioning, both published by GATFPress and available at Amazon.com. T.J. can be reached at (301) 294-9900 or tj@growsales.com.