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"Leaders who shine have insight," say authors Mackoff and Wenet in The Inner Work of Leaders, "to examine their own lives - the influence of their families, the guidance of teachers, and the force of momentous events - and translate that information into 'habits of mind' for persevering in the face of obstacles and instilling commitment and confidence in others." 
Here are the 'habits of mind' of good leaders.

1. The capacity to examine and appraise their own behavior; reflection.

2. The capacity to examine and appraise the impact of their behavior on others.

3. The strategy of interpreting negative events with a resilient inner narrative.

4. The strategy of interpreting negative    events with a resilient response.

5. The practice of setting aside assumptions and reversing roles.

6. The capacity to be able to learn from every person in the organization.

7. The ability to trust, value and speak from their own experience.

8. The craft of counterpoint; that is, restoring perspective and renewing resources.

9. The ability to mobilize their own legacy as a leader.

10. Doing the inner work.

Everyone leads a team of one first! Only when you do this inner work and understand the people and experiences that have influenced you, can you develop a point of view for leading and inspiring others effectively.
About the Submitter
This piece was originally submitted by Susan Dunn, M.A., Clinical Psychology, Momentum Coaching, who can be visited on the web at www.susandunn.cc. Susan Dunn wants you to know: I'm a personal life coach and like to help my clients succeed by developing their EQ and doing the inner work. The original source is: Mackoff and Wenet, The Inner Work of Leader

On Leadership....
 "People are changed, not by coercion or intimidation, but by example."
    - John Maxwell

"One test  of Leadership... Turn around and see if anyone is   following you."

 "Being in Power is like being a lady. If you have to tell people you are... you aren't."
 - Margaret Thatche

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Crisis often reveals the character and capability of leadership qualities.
How is your team in a crisis?  
Often the people you least expect will shine in a crisis. We are all aware of  some of the leadership that evolved through 9/11. During the power failure that affected the north eastern seaboard  in Canada and the US recently, it was interesting to observe leadership in action. When the power was cut,  I became concerned when I could not reach our caregiver  with our children (2 and 3 yrs old). Upon assessing the situation, I decided to leave my office and was immersed in the chaos of busy city streets without traffic lights. During my drive home I, like many others, witnessed several civilians jumping in to direct traffic at very busy intersections. Some in heels, some in  suits, some in shorts and running shoes. As drivers followed the lead taken by these quick thinking citizens, danger and accidents were minimized. Upon my arrival home I located our children and nanny  with other kids in the neighborhood. We ended up with 12 guests on our back deck with our Bar-B-Q for an impromptu dinner, where people brought food and beverages to be shared.  As the sun set, neighbors gathered to help each other. While we chipped in to ensure the 6 children were fed, others went searching for candles and flashlights. Some people went knocking on the doors of senior citizens in the neighborhood to see if they were ok. I could go on an on about the things I observed the following day. The point?

Some people always take initiative to lead. Others are comfortable following (serving) them quietly from the shadows, and contributing in other ways. Many organizations are sitting on enormous amounts of talent. In the absence of a crisis or opportunity  you may never be fully aware of their God-given potential.  They are often the types that will  lead as a service to others when needed. As an effective manager, leader, or coach, your role is to also develop other leaders in your organization. If you are always in front as a leader, it is imperative that you share the leadership "hat" at appropriate moments and coach others in decision making/leading . Don't wait for a crisis to learn about the talent on your team -- begin developing them and coaching them to shine before and during the crisis. Often the legacy you leave as a leader  will be largely determined by two factors: Your ability to develop other leaders, and the character you displayed in crisis. What two actions do you need to take right now to be more effective  in Leading/Coaching/Managing others ?

Chuck A. Reynolds is a Principal and Chief Performance Officer with Excel Group Development a Performance Solutions firm that assists organizations in enhancing management and team  effectiveness. He can be reached indirectly  by emailing our admin group. Insert 'ATTN Chuck' in the subject area.www.GrowingCoaches.com

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