Be a plucky leader

Today, with the shaky economy that exists worldwide, extensive apprehensions have made several company cultures plummet. Under such circumstances, stressed employees at all levels are indifferent to what is happening around them and they do not voice any views to be able to live through difficult times. The need of the times therefore, is daring, spirited and assertive leadership.

People who have the nerves to advance, possess inherent enterprise and are capable to be at the vanguard of alterations will surely arise as victors. You will have to handle sore discussions, respond to queries in the absence of supporting data and decide to undertake new ventures headfirst. It is only then that others will emulate you. If you want to indulge in more plucky action and want your team members to do likewise, you need to perfect the following traits:

· Challenge actuality frontally:  You should not be evasive but look all circumstances, particularly difficult ones straight into their eyes. In case you ignore ground realities, you will fail to deliver and also be unsuccessful in piloting your team.

· Listen to reactions & criticism:  There is no person who does not have weaknesses; they have a telling effect on our dealings, collaborations and relationships with others. Truthful comments may be hard to digest but they can rejuvenate your life and associations, provided you are cognizant of them.

· Be candid in your expressions:  Genuine expressions can be perturbing, more so when there is a clash of interests. If your conversations are frank, be they unacceptable or disliked, you will be able to circumvent ambiguities and pierce through consequential matters.

· Support positive disagreement:  Most people heading groups, big or small are perennially under pressure to have in their pockets responses to all doubts. You should invariably welcome positive opposition; in doing so, you will bolster your team’s potency and also demonstrate the fact that the strains of diverse opinions also prompt a right answer. 

· Act fast on output matters:  Quite a few leaders tend to disregard issues affecting people at large; they find defying them a tough task. But when water flows above their heads, crisis situations develop. In case any subordinate employee is unable to deliver, he could well be shifted elsewhere or given the pink slip to protect organisational interests.    

· Keep your communications frank & regular:  You should not let communication channel collapse, even if you are unable to clarify doubts or respond to queries by others. You simply cannot afford to take shelter behind gobbledygook. While all information should be disseminated, admittance of inability to respond is a good option.   

· Steer transformation:  In all settings that are plagued with uncertainty and apprehensions, there is a marked tendency to safeguard existing state of affairs. You need to visualise superior methods and resolution to such predicaments. Your methodology should be resolute and transparent with an option always at hand to apply midterm corrections to overcome muddles.

· Take bold judgments & step ahead:  Many people feel insecure in making their views and line of actions known in milieus under tying situations. They are also apprehensive of taking steps forward. You should not let any state of scrutiny deflation overtake you and preclude your decision-making ability. It is always good to be in a dynamic state rather than one of stagnation.

· Acknowledge contributions by others:  You should not refrain from acknowledging the good work done by others; in fact, giving others more than their share of credit is recommended. You should dispel all apprehensions about being rendered redundant and remember that a proficient person is always inclined to take more blame than acclaim; the environment will know the truth, come what may.

· Be chargeable & make others answerable:  You should expect people to acquit themselves well and should they fail, you should not mince your words in conveying appropriate displeasure. Liability always starts from the top and percolates down. Therefore, the need to be accountable in shaping the performance of others in tune with your beliefs needs no emphasis. 

A genuine leader does not search for compromises, but builds them. Today leadership is all about getting along with people and hence you should endeavour to improve upon this facet, but concurrently be a yardstick of quality.