Resolve to be the kind of leader we want to follow. Be consistent. We can tolerate even a poor leader if he isn’t channeling a different sort of poor leadership each day. Be real. Let us see how you as a leader effectively manage emotions and frustration at work. Show us what excites you about the challenges ahead.
Resolve to help us understand how we can develop. This helps us be better in many ways. It allows us to understand our future with the company; it gives us a way to structure our efforts to learn more about our jobs, our company, and our industry; and it shows that you have a personal interest, because you have made an effort to know our individual strengths and weaknesses.
Become a better listener. We have ideas. They won’t all be great ideas, but if you listen to us you can coach us to develop our ability to better vet and sharpen the next one.
Hold the micromanagement. Let’s talk trust. Nothing is more frustrating than to be prevented from just doing the job you hired me to do. We understand that it can be uncomfortable to delegate work. We understand that in many cases it is your reputation on the line when our team fails to produce something to our standard.
Hold poor performers accountable. If they can’t improve, pay the price necessary to cut them loose. What could be more damaging to the morale of the team than the struggle associated with carrying dead wood? We understand that you may not want to lose a position, that you may have some hope that you can magically restore someone’s motivation or suddenly implant some talent, or that politics may provide the poor performer with protection.