How to Train True Leaders for Your Company – Graham Rand

mickyates Leader, leadership 0 Comments

Becoming a leader is definitely one of the greatest challenges you can face in your career. Unlike many other professional goals, this is not something you get in a year or two. It takes time, patience and commitment. Things get even harder if you have to train someone for a management position. Are you about to embark on this long journey? Then here are some helpful tips to help you turn your people into great leaders.

Teach them What Loyalty Means

When you choose future leaders, you decide the future of your company. If you want the best for your organization, make sure you pick the right people. Many employees might be motivated by the sole reason of ‘becoming the boss.’ This mentality may not be the condition for success. Help them change it.

First of all, make people understand the true cost of becoming a leader. There are surely plenty leadership challenges they should be aware of. Secondly, start digging for the right motivation. Those of them who are truly committed to the company deserve to be part of the management teams.

Commitment means loyalty, so let’s define the concept. Loyalty does not mean working your heart out 12 hours a day to get praised about your results at the end of the month. It means engagement, respect, and integrity. A true leader should possess these traits and always act accordingly.

Don’t Make Subjective Decisions

No matter how large your organization is, leading always comes along with great effort and responsibility. Not anybody can become a successful manager. In fact, there are a few people who have the necessary personality traits of successful leaders. We are not going to make a complete psychological profile for this position, but we are going to consider one important trait: objectivity.

Most people are used to taking subjective decisions. While most would know that is wrong, it’s often a matter of not being able to help it because it comes naturally. A true leader should avoid this obstacle. He or she should not ignore their intuition, but good choices should be made wisely and after careful attention. Each fact should be carefully considered. Any business choice should be based on rational arguments.

Help Them Develop Their Personal and Professionals Skills

Training a leader means helping this person to develop both personally and professionally. There are several different topics you should work on together:

  • Business knowledge: the main asset of a good manager is their business knowledge. They have to be well aware of everything that is going on in the company. They have to know day to day processes as well as the enterprise’s goals and culture.
  • Being up to date: we live in the technology era, and there is no way of going back. Managers should embrace technological development and use it to ease their activity. One can easily become more connected and win a lot of time. There are so many simple apps like dlnet employee platform that can help manage personal and professional tasks faster.
  • Emotional intelligence: This is another key factor in becoming a great manager. Emotional intelligence is not about how high one scores on IQ tests. It is about how this person relates to other people. Good leaders will need to train their social skills.

Teach Them To Be Proactive

One of the first and most important management lessons your apprentice must learn is in regards to proactivity. You might have heard this term hundreds of times, but let us focus on its true meaning. What does it mean to act proactively?

  • Always be the one who asks for feedback. a successful leader will not hesitate to ask for an honest opinion. While they should not be too pushy, getting peers or subordinate’s feedback is always necessary for future enhancement.
  • Don’t be passive. Good management doesn’t mean giving orders and waiting for them to be carried on. Tell people how important it is to be actively involved in the company’s activity.
  • Engage your team. A company’s growth relies on its people. Managers should care for their teams if they want results. Knowing them means listening to them. Any leader should spend enough time with the subordinates.

Remember That There’s Always Room For Improvement

No matter how well they perform, true leaders should never stop learning. Every successful organization counts on talented managers. These are the people who believe in continuous growth. They are ready to invest all their energy in personal and professional development. Train your future leaders in this spirit. They must be eager to become better at what they do and who they are.

One last thought is learning from the little things. Great solutions are inspired by simple facts. A good leader has to be open minded and ready to implement creative strategies. These often come from day to day activities. Urge them to get involved, spend time with the teams and build a stronger company together!

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Brave Enough To Lead Business Without Managers – Karin Tenelius

mickyates Change, ideas, Leader, leadership, Organization 0 Comments

Leadership in corporations is traditionally thought of as the responsibility of CEOs to push managers to drive profit for shareholder satisfaction. As sustainable practices become increasingly commonplace in the private sector, employee wellbeing, change management, self-selection, and design thinking among other topics take center stage.

Karin Tenelius is a leader in creating “workspaces that work for people and bring out the best in them.”

From the Brave Leaders Project

After studying marketing and different non-hierarchical leadership styles, Tenelius founded Tuff Leadership Training to provide training in the skills needed to succeed for managers who wanted to lead in a more collaborative and involved way. Without managers in self-organizing teams, leadership evolves only on an individual level even though the team shares responsibility for the business together. Everyone has to provide leadership to have things work.The eternal question then arises: what is leadership when it is not the manager’s job? How does leadership emerge in a group? What are the leadership skills needed?

Here is an excerpt from Margareta Barchan’s interview with Karin Tenelius:

Karin Tenelius: My mission in life is to make people see that hierarchy is dated and not valid anymore.

I was fairly lost after school. By accident, I was in the service sector for many years and read all the books about service management. They recurrently emphasize that you should empower people and trust them, etc. But I did not see that in reality. I was really shocked to see how little trust there was when I worked in a major training company. That was when I got an interest in marketing, and when studying I found the same theories there.

I became a freelance consultant fairly soon after and developed during that time a management dialogue methodology. I found out that attitude is so important for being able to achieve what you want. My methodology was based on how people find out for themselves what’s important and understand the need for shifting attitude to generate the results they wanted to have.

I had the idea for employee-driven organizations and was given the opportunity to try out radical ideas to turn around troublesome unprofitable businesses successfully. I realized that leading is more about being rather than doing. However, I wanted to spread it even more and formed a company with the purpose to give training and to get a showcase for this. After some years of struggling to get on the market, we worked with large corporate clients but I soon became impatient with the recurring traditional hierarchical structure I witnessed. I wanted to learn more and be more radical. We bought and started a couple of small companies in different sectors and changed them inside out to make the employees in charge. These companies wound up becoming much more profitable. We became experts in handling difficult conversations, conflict management, group development, cooperation and leadership, and shared our knowledge in our training programs for managers.


Margareta Barchan. What you have done for organizational management is ahead of your time. Have you ever thought about this in terms of braveness and courage?

Tenelius: I am a very non-academic person coming from an academic and traditional family. I have always been brave, done things that were not expected. I am still shy among people, but I always did what I thought was the right thing to do. My ideas, my drive, and engagement were behind it. And I remember my parents saying “Oh Karin, not one more of your projects.”


I have no fear walking into toxic workplaces. I have learned so much in life by trying out new concepts and making mistakes. Being ok with trial and error is a form of courage I have developed over the years.

Barchan: Can you tell us about a specific example?

Tenelius: At university, I realized that it was not my path to be an academic. I decided to quit my studies and travel around the world by myself. I broke the cycle of a safe career path that my whole family had adhered to.

Later, I was assigned by a big training company to start a new business with short courses like “learn how to make sushi in one evening”, etc. where people could learn something new in just a couple of hours. This company was completely new, it was right in the center of Stockholm and was marketed in a new way. Unfortunately, we opened just before the worst economic crisis hit Sweden in 1991, and in hindsight, the idea was about 15 or 20 years too early.


My father said that he thought it was crazy at the time, but some years later agreed that it was the right thing to do, that having your own business is something everybody dreamed of. My methodology of non-hierarchical organizations used to be very controversial but is not any longer.

Barchan: Have you faced any dilemmas?

Tenelius: I was exposed to other types of communication. These were so different from the family I come from. I broke with the traditions by divorcing my first husband, and I was scared to tell my mother. In the end, she took the news in a good way.

Barchan: Where do you personally get the courage today?

Tenelius: I have been through a very difficult time in terms of financial security. After getting through that, nothing worries me as much. I am true to myself. My relationship to my word is strong, I don’t give up easily. One of the things we want in the world is to be liked. This is one of the most dangerous things for us and is hindering us from being true to ourselves. I learned not to comply in order to become liked.

Barchan: What was the turning point for you?

Tenelius: It was really when I broke with the traditions of my family, dropped out from university, left Sweden and travelled around the world for a year.

Barchan: Do you think anyone can develop courage?

Tenelius: Yes, by doing things you are really scared of and doing them over and over again. You can overcome your fears and develop courage that way. I don’t think you can teach it, but you can become courageous by doing what you’re terrified to do. That is my definition of courage.

Barchan: Do you have any recommendations for future leaders?

Tenelius: Investigate early what is your mission and take it seriously. We should ask children who they want to be.


This article was written and edited by Margareta Barchan and Jessica Newfield

Photo credits: Karin Tenelius website