{"id":4624,"date":"2021-06-17T10:00:47","date_gmt":"2021-06-17T17:00:47","guid":{"rendered":"https:\/\/berkonomics.com\/?p=4624"},"modified":"2021-06-04T14:12:58","modified_gmt":"2021-06-04T21:12:58","slug":"three-qualities-of-a-great-leader-2","status":"publish","type":"post","link":"https:\/\/berkonomics.com\/?p=4624","title":{"rendered":"Three qualities of a great leader"},"content":{"rendered":"<p><strong>There are lots of ways to measure a great leader<\/strong>.<\/p>\n<p>Here are three that should resonate with you as leader and with those who follow you. <img loading=\"lazy\" decoding=\"async\" class=\"alignright size-full wp-image-3995\" src=\"https:\/\/berkonomics.com\/wp-content\/uploads\/2019\/10\/leaders1.jpg\" alt=\"\" width=\"280\" height=\"180\" \/> These qualities are applicable whether you are leading your company, a board, or a group of people &#8211; and certainly are aspiration targets for you if you are measuring yourself against the best.<\/p>\n<p><strong>The first quality in a great leader is to have <em>laser focus<\/em>.\u00a0 <\/strong><\/p>\n<p>Every organization has limited resources, especially money and time. So, a leader who can focus upon the core needs of the organization, eliminating all the surrounding noise, is one who uses the limited resources available to best effect.\u00a0 McDonald\u2019s does this by focusing upon good food, delivered quickly.\u00a0 There are a million examples of great companies and their leaders focusing like a laser on core components of the business and succeeding where others failed because of the inefficient use of limited resources.<\/p>\n<p><strong>Second is <em>consistency.<\/em>\u00a0 <\/strong><\/p>\n<p>It is more than difficult to follow a leader who changes course seemingly without reason or sets standards that change by day or by whim, or rewards one person or department differently than others.\u00a0 Inconsistency breeds fear, disillusionment, and discontent among those suffering, following this flaw in leadership.<\/p>\n<p><strong>Third: <em>Establishing and maintaining forward progress<\/em><\/strong><em>.<\/em><\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignleft size-full wp-image-3898\" src=\"https:\/\/berkonomics.com\/wp-content\/uploads\/2019\/07\/remote-management2.jpg\" alt=\"\" width=\"292\" height=\"173\" \/><span style=\"color: #993300;\"><em>[ Email readers, continue here&#8230;]\u00a0<\/em><\/span> Stagnant companies lose their best employees, those wanting a challenge and upward mobility in a growth environment.\u00a0 Forward progress can be felt by all and celebrated as the company reaches new milestones toward its goals.<\/p>\n<p><strong>Measure yourself against these three qualities.\u00a0 <\/strong><\/p>\n<p>Have the courage to ask a board member or even a direct report to comment on your three measures. Where do you need a bit of work?\u00a0 Not one of these requires formal education. So, there is no excuse for failure to be your best in all three qualities.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>There are lots of ways to measure a great leader. Here are three that should resonate with you as leader and with those who follow you. These qualities are applicable whether you are leading your company, a board, or a &hellip; <a href=\"https:\/\/berkonomics.com\/?p=4624\">Continue reading <span class=\"meta-nav\">&rarr;<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"_exactmetrics_skip_tracking":false,"_exactmetrics_sitenote_active":false,"_exactmetrics_sitenote_note":"","_exactmetrics_sitenote_category":0,"_uf_show_specific_survey":0,"_uf_disable_surveys":false,"footnotes":""},"categories":[11,10],"tags":[],"class_list":["post-4624","post","type-post","status-publish","format-standard","hentry","category-growth","category-surrounding-yourself-with-talent"],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/posts\/4624","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/berkonomics.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=4624"}],"version-history":[{"count":0,"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/posts\/4624\/revisions"}],"wp:attachment":[{"href":"https:\/\/berkonomics.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=4624"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/berkonomics.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=4624"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/berkonomics.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=4624"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}