When I read this I was struck by the thought that this phrase could also describe a leader’s prerogative.  Great leaders are like artists in that they also bravely go in new directions and encourage and motivate people to follow their lead by tapping into common human experiences.  Much like the artist, a leader must find ways to express their own humanity and encourage others to do the same in order to inspire purposeful and dedicated action.  I have often heard and I have even used the expression, “the art of leadership.” And, so I wondered, what exactly do we mean by this expression?

Often, we are tempted to think of leadership in terms of specific tasks and actions that can be scripted and delivered to people thus making them effective leaders by following the “leadership rules.” While I am sure many leaders have been successful and effective concentrating solely on tasks and strategy in the past, I wonder if this mindset produces the best people to navigate the plummeting profits, decreasing budgets, aging workforce, complex technological issues, layoffs, and outsourcing that is the unfamiliar and global business world of today and tomorrow.

There is no question that decisiveness, clear direction and swift action are called for in times like these, but I suspect that the most successful leaders of the future will be the ones that view leadership more as an art form where communicating vision, embracing paradox, valuing self-reflection, and demonstrating authenticity are equally important. These artful leaders recognize that their most powerful asset is their inclination to move towards the depths of human emotions and connectedness, even in a business setting, even when it seems like the hardest thing to do. However, doing it is the only way to provide the confidence and openness where true leadership happens. And, let’s not forget that much of art expresses the whimsical, the joyous, and the beautiful, so let’s not get too down when talking about expressing emotions.  The art of leadership ensures the illumination of common goals and aspirations and finds a way to manifest them with anticipation and energy.

Leadership as an art begins to expand our view of leadership to contain the flexibility and fluidity needed a world of increasingly complex issues and difficult challenges. It requires a willingness to risk being vulnerable and to continually self-manage our own emotions and motivations.  It demands the ability to stay present, focused, and self-aware even in the midst of chaos. A lot of times this is not easy and it can feel downright uncomfortable, but sometimes it is necessary to break down old barriers that prevent us from moving forward, forging new paths and seeing new possibilities. And oftentimes, it is much more rewarding, exciting, and enjoyable than we could have ever imagined.

Authentic and artful leaders understand that they can only bring out the best in others by searching within and cultivating their skills of listening, questioning, observing, and following. They know that connecting genuinely with others in the present is the way to generate trust and credibility in the future. Through their capacity to be all of the above, they empower others to do the same.  Many of these abilities have been considered intangible things that were difficult, if not impossible, to teach and I suspect this is how the myth of the “born leader” came to be. It was much easier and safer to declare that people either had it or they didn’t and boy, did that let a lot of us of the hook!

The good news, from my point of view, is that research has repeatedly shown that leaders can in fact, be “developed” and this includes the artful leader who is full of courage, emotional intelligence, and profound presence. Interestingly, I combine working with horses and people to order to build leadership skills and believe it is one of the best ways to teach people how to embody the art of leadership.  In their interactions with horses, people learn  their own unique ways of expression that best motivate and guide others collectively to accomplish daring goals with intent and clarity. The horses are remarkable in their ability to reveal leadership as a way of being, rather than of doing and the result is a truly a form of art!

Leadership Quote # 1 – “The best teacher is the one who suggests rather than dogmatizes, and inspires his listener with the wish to teach himself. “– Edward G. Bulwer-Lytton
Essential to becoming an effective leader is being able to consider the opinion and insight of your subordinates. Although a leader should establish bureaucracy, there must be freedom within the organizational structure to keep ideas free flowing.

Leadership Quote # 2 – “Don’t tell people how to do things, tell them what to do and let them surprise you with their results. ” – George S. Patton
Effective leaders don’t merely instruct. Instead, they delegate tasks to their staff or crew according to their skill, and they trust their team members to do the job well. When you have confidence in your people’s ability, this will challenge them to live up to your standards and aim to do better.

Leadership Quote # 3 – “The very essence of leadership is that you have to have vision. You can’t blow an uncertain trumpet. “- Theodore M. Hesburgh
This is one of my favorite famous leadership quotes. Success lies in your ability to create objectives and goals. Only then can you determine the steps to take in order to get there. Hence, you will also be able to plan what actions to take in case you experience difficulties along the way.

Leadership Quote # 4 - “I not only use all the brains that I have, but all that I can borrow.” – Woodrow Wilson
Successful leaders not only rely on their own knowledge, but they make an effort to learn new ideas and leverage from other people’s skills to improve their team’s chances of success.

Leadership Quote # 5 – “The bravest are surely those who have the clearest vision of what is before them, glory and danger alike, and yet notwithstanding, go out and meet it.” – Thucydides
Leaders need to recognize the risks involved, but should not be afraid to make big decisions. They must pursue their mission with relentless determination. Only when you realize your vision and act on it will you reap the rewards of your hard work. You can apply these famous leadership quotes towards your aim for greatness.

Creating the common cause for the team is not the end of the task. It must be followed up on and seen through to the conclusion of the goal, an on-going and challenging aspect of teamwork that many leaders find daunting.

Team leaders and company leaders find it difficult to get everyone on the same page and united. The team members must all have an understanding of the priorities. In order for this to occur, team leaders must consistently communicate ideas throughout the company.

In order to create a common cause for the company and have it shared among teams, it is important that team leaders understand human behavior and that people, no matter whether at work or in their private life, have varying ideas, opinions and past experiences from which they draw conclusions about how things should be done.

Team leaders need to understand that in order for teamwork to succeed and the common cause met, teams need to understand the cause and know priorities. They need to work towards creating a climate where everyone knows and understands that priorities are shared and everyone understands the end goal.

Teamwork depends on each team being as concerned about the end goal as the other team, not just what their team is responsible for completing. Goals should be approached simultaneously rather than sequentially. Leaders, both team and upper management need to communicate the key success factors that will drive the teams to success.

Typically, companies have up to three success factors that they have implemented for their company. These success factors can be looked at as the company’s overall philosophy that has made it a success; for some companies, it is out-pricing the completion, for others it could be timely delivery of the product. No matter what it is, it is the driving force behind the company and what made it work. Leaders should take these factors and use them in a manner that gets everyone motivated and on the same page in order to reach the same goal.

Making it Work
So, the end question is how to get teams to work toward a common cause? Invariably, it boils down to communication. Not posting a rule or chart for others to follow, but in real, human communication where people are listening to each other and doing so in an active manner. Active listening and understanding help people understand what is expected of them, and what they are working toward.

Another important factor in making teamwork come together for a common cause is respecting team members’ individuality and allowing for open communication, even when sharing involves hearing out what their fears and worries are and then offering feedback that is conducive to growth.

Teamwork relies upon the common cause being communicated clearly and consistently. It is reliant on the sharing of thoughts and ideas of team members and the reception of those thoughts by team leaders being open. The common cause of the company will become the common cause of every team and in the end produce the desired results – a successful company with happy employees.

Today, I am Panama City, Panama and I just had an amazing visit to the famed Panama Canal. It is was very interesting to see how the collective effort of men from around the world with different ethnic, socio-economic and educational backgrounds came together to achieve such amazing feat. The workforce peaked out at over 30,000 people by the end of the project in 1913. For more on the amazing history of the canal visit http://www.pancanal.com/eng/history/history/.

As I begin the series of teamwork I want to challenge our genuine views on the topic, as it is my opinion that many hear the benefits espoused but we don’t always understand the dynamics that hinder or foster teamwork. So forgive me if I get a little academic at first or get on a soapbox for a minute.

First let me say, that human nature is to work towards self-satisfaction and to improve one’s own life and surroundings. In the workplace, this is not conducive to achieving the common goal of furthering the organization, which in turn furthers the individual’s goal of self-satisfaction and improvement. This is the base idea behind team work, working together towards a common goal which in turn furthers individual goals.

The introduction of teamwork into the workplace is often not handled correctly and the outcome is a breakdown in communications and processes leading to negligence of the goal in mind. Teamwork is not a costly process; it is a process of utilizing the already existing attributes of employees, the work ethics of the team, synergy, good communication and a commitment to reaching the end goal for the greater good of the company.

Utilizing teamwork in an organization can lessen or eliminate many of the stressors that are prominent when there is not a culture of teamwork. Insecurity and distrust due to information not being shared is no longer an issue. The team shares information among themselves and with other teams at specified team meetings. Each member of the team feels as important as the next due to this sharing of information.

Poor performance tends to be less of a factor when companies utilize teams. Members of the team don’t want to be seen as the one causing the slowdown or lack of production and thus will work more cooperatively toward the goals. Departmental teams will overtime develop a natural competition and should be guided to prevent it from becoming detrimental. Conversely, it should not be totally dissuaded. Most of us have a naturally competitive spirit that often compels us to perform better.

Senior leaders should observe and communicate to teams the expectations of the departments. It should be stressed that teams are meant to work together, not be divisive. This should be continually stressed in meetings and throughout the organization. Teams should be encouraged to work together and communicate with each other, lest the process break down.

Team leaders who are effectively leading there team are able to allow more autonomy and self-supervision. Good team leaders are able to create strong teams and garner respect not only from the team but from other teams in the company. Team leaders lead by example, for instance, working with other team leaders to solve internal problems, thereby fostering the team spirit.

Once a company establishes teams it is important to consider investing in problem solving skills, learning the process of dealing with groups and group dynamics and team management skills. Teams will be more efficient and productive and able to outperform teams who do not receive any training.

Checkout the book by author, Patrick Lencioni’s, The Five Dysfunctions of a Team: A Leadership Fable (J-B Lencioni Series) as a great resource for overcoming team cohesiveness, you can also check The Five Dysfunctions of a Team: A Video Presentation.

Teamwork within a company fosters creativity and initiative. Members of the team are more apt to provide input and extra effort as necessary. Employees feel more ownership and involvement in the company when they work as a team, creating a tighter team and more solid work group.

Organizations should consider teamwork a priority, not a catch phrase to toss around during a board meeting and not follow through with on afterwards. Teamwork, when nurtured and implemented properly, can be the mitigating factor to achieving company goals and keep highly engaged employees who go the extra mile. Clients and customers will notice the teamwork spirit almost immediately.

If you’re not a natural born leader, you’ll need to learn how to lead effectively. The U. S. Marine Corps has identified 14 leadership traits that help leaders earn the respect, confidence, and loyalty of others. These traits are: justice, judgment, decisiveness, dependability, initiative, tact, integrity, enthusiasm, bearing, unselfishness, courage, knowledge, loyalty, and endurance.

While you may not have a military career in your future, you can learn how to lead by following the model as set forth by the Marine Corps.

Justice
Having a sense of justice takes more than recognizing fairness. If you are to be a leader, you must practice being fair consistently. This means treating everyone equally and avoiding favoritism. It also means taking a deep, hard look at yourself and the decisions you make. To develop this trait, ask yourself, “Am I being fair?”

Judgment
You have good judgment, right? A leader exercises his good judgment by using common sense and thinking clearly and calmly in order to come to a good decision. To develop this trait, ask yourself, “Am I making a rash decision or have I thought this problem through in an orderly, calm manner?” If you are rushing to judgment, put the issue to rest for a few hours and return when you are in a calmer frame of mind.

Decisiveness
Once you’ve made a decision, it’s important to be decisive. Make your decision without delay and stick with it. This doesn’t mean make a bad decision and become bullheaded. It means use your good judgment and sense of justice, gather all of the facts, weigh the facts against each other, and make a good decision. Don’t half-heartedly announce your decision. Instead, be professional, clear, and firm. To develop this trait, ask yourself, “Is this a decision made using my best judgment and all of the facts? Can I stick to this decision?” Make good decisions in the first place and you will be better able to stand behind them.

Dependability
Do you consider yourself dependable? Are you always on time, ready to work? Do you perform your duties properly, using your best effort for performance? Are you trusted? Are you always willing to volunteer for additional duties? Do you offer your support to others and follow the rules? If so, you are dependable. To develop this trait, ask yourself, “Can they count on me?” Make sure you are dependable by taking your job role seriously no matter what it is.

Initiative
A good leader takes the initiative to do something before being asked to do so. Prompt action and resourcefulness are also part of the initiative equation.

Tip: Ask yourself, “What needs to be done?” and then do it.

Tact
Do you have tact? Tact is a simple concept: treat others as you would like to be treated. It means that you are able to deal with others in a way that maintains good relations and minimizes problems. When you have tact, you don’t alienate others, even when you disagree. To develop this trait, ask yourself, “Am I treating this person the way that I’d like to be treated?”

Tip: Do you allow others to maintain their dignity no matter the circumstance?

Integrity
The trait of integrity can be taught however this trait is extremely personal. It comes down to you and the person in the mirror. When you look in the mirror, the image you see knows the truth about your integrity. Are you honest and truthful in what you say and do? Do you stand up for what is right? Do you act to prevent what is wrong? Only you can be the judge of your integrity and only you can improve it. To develop this trait, ask yourself, “Am I being completely honest and truthful?” Practice honesty and stick up for what you believe is right.

Enthusiasm
Who would you rather follow – a leader who is following orders or a leader who truly believes in his mission and is enthusiastic and optimistic? Enthusiasm is sincerity and interest in a particular task. When you are enthusiastic, you are interested in the task and willing to take on the challenges it offers. To develop this trait, ask yourself, “What is this purpose of this task and why must it be done?” When you understand and believe in a purpose, even for menial jobs, you’ll become more enthusiastic.

Bearing (Personal Conduct)
How do you conduct yourself? What standards do you set for yourself? Your conduct and appearance represent the trait of bearing. Are you confident, alert, and competent? Do you dress professionally? To develop this trait, ask yourself, “Am I holding myself to the highest standards?”

Unselfishness
Unselfish people are considerate of others and give credit where credit is due. They don’t use their position for personal gain at the expense of others. To develop this trait, ask yourself, “Am I recognizing the contributions of others?” Go out of your way to thank or reward someone for their hard work. Remember, everyone needs feedback. Consider reading this short story on the Henderson State University website – Geese Story.

Courage
Many people think courage means being brave, but courage is much more than this. Yes, remaining calm while recognizing fear or physical danger is courageous; so is accepting blame when you are wrong. Standing up for what is right is a sign of integrity but it is also courageous. To develop this trait, ask yourself, “Am I willing to take the heat?” Practice self-discipline and calmness and learn how to control your reactions to your fears by confronting them.

Knowledge
Having the knowledge you require to do your job is important. A leader knows their business well. A leader should also be knowledgeable about company policies, the industry, trends that affect the workplace, business practices, current events, and other issues that concern the group as a whole. To develop this trait, ask yourself, “What concerns do my subordinates have and do I have the knowledge to address for them?” Stay alert, listen to others, read newspapers, trade publications and gather information. Adopt a personal “continuous learning” mentality.

Loyalty
The Marine Corps values loyalty so much that their motto is “Semper Fidelis” which means “always faithful.” Those wishing to become leaders can take a lesson from this simple concept and develop their loyalty trait by being loyal and faithful to everyone in their organization from the top to the bottom. To develop this trait, you don’t have to ask yourself any questions. Simply practice being faithful. This means avoiding speaking unfavorably about the company or any of its people in front of others. No badmouthing. It also means adopting decisions made by others and carrying out your duties willingly.

Endurance
The Marine Corps expects physical endurance and stamina as well as an ability to withstand pain, hardship, stress, and fatigue of its leaders, you might think that you can skip this leadership trait in other scenarios. Not so. You may not be called upon for a grueling march but you will need stamina and you will need to get through hardship and stress in just about any job role you find yourself in. Long hours, corporate takeovers, layoffs, unhappy employees, emergencies, and other influences will require endurance. To develop this trait, ask yourself, “Am I physically fit?” By getting into shape, you will be better able to handle both the physical and mental challenges your position will throw your way.

The Next Steps
Next, take a leadership trait a week and put it into practice.

For example, on week one, practice justice and ask yourself if you are being fair when making decisions or handing out assignments. Stay alert to the other situations and traits but make a concentrated effort on being fair. On week two, continue being fair in all things but add practicing good judgment to the equation. In fourteen weeks, you will have experienced each leadership trait and improved your leadership skills in the process.

And this, of course, is the problem. You want to change something you do, but the folks in the office just aren’t expecting you to change anything. They don’t WANT you to change anything.
Also, some people around you may be suspicious or cynical. Not all of them, maybe, but enough to make it tricky to change.

So no matter how enthusiastic or motivated you might be to make a change, all of the ‘noise’ around you makes you reluctant, or resistant, to change. The pain of change seems worse than the gain of change.
So you stop even thinking about change. And soon you’re as cynical and suspicious as all the rest. And nothing ever changes.

If this sluggish feeling is familiar to you, then what you’re experiencing is the heavy inertia of ‘the way things work round here’. It’s the power of the status quo to weigh heavy on you and stop you from changing anything.
How can you start the change process? What you urgently need to do is find ways over or round the inertia. And the questions to ask are these:

1. When is it easier to change my leadership style?
2. What will help me to change my leadership style?

First, it’s easier to change your leadership style when you take a new job or a new role in another department. In a new role, you can set out your plans for the new team and you can change the way you manage or lead the team. This is, of course, because no one knows you from your previous role. They don’t know the old boss.
You can also change your leadership style at the start of every new project. Every beginning is an opportunity to restart or relaunch your leadership style.

Of course, you may still have tricky issues to deal with – people asking ‘why the sudden change?’ – so there is something else you need to do: create a Leadership Manifesto to overcome inertia
A Leadership Manifesto will make it easier for you to change your leadership style.
The Manifesto – like a manifesto for a political party – is an outline sketch of what you’re trying to do. And, importantly, it’s also a sketch of HOW you’re planning to do it.

Drafting and actually discussing a one-page leadership manifesto with your team is a great way of getting people moving anyway, and the idea of a manifesto helps people focus round what you’re trying to achieve.
Now your manifesto could address any of the issues you feel are important for the team to address. Here are just three suggestions:

1. Collaborative goal setting versus boss-centred goal setting. You may want to work with people to help them set goals or you may wish to give people targets based on your understanding of their skills and performance in the past.
2. Cross-business collaboration versus cross-business competition. You may want to explore why you believe you should be collaborating with other teams in the business or why you should be competing internally with them.
3. Day-to-day constructive feedback versus end-of-year appraisals. You may wish to create a more open atmosphere and attitude towards ‘live’ performance management. You might want to create an atmosphere where it is acceptable to give practical and constructive feedback. The alternative is waiting for the end-of-year appraisal which is way too late to be useful.

I find that the concept of a leadership manifesto is very flexible and you can use it anyway that suits you. For example, you could with your team develop a change manifesto. Get the team to create their own manifesto for the way things work round here. Invite them to think about, if they were in charge, what would they change?

And finally, make sure that part of your Leadership Manifesto is about making it easy for others to make changes in their role. Give your team permission to change, too. That’s part of your developmental role, which should also be in the Manifesto.

Having an open and understood Leadership Manifesto is all part of building your personal leadership brand. Your openness on what people can expect from you helps them to trust you more, so that when the going gets tough, they know they can rely on you to lead them well.