3 Secrets To Effective Leadership

We all want to lead better. To make sure we’re leading our team in the best possible direction.

I’ve found 3 secrets to effective leadership.


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With these 3 secrets, you’ll not only improve your effectiveness as a leader, you’ll become a better leader.

I’m willing to share these 3 secrets with you but you have to promise me something. That you’ll keep these a secret. Shhh!

No, not really. Please share these 3 secrets with everyone that wants to know how to become a more effective leader. That’s what we’re all about.

  1. Effective leaders delegate
    We often like to take on as many tasks as possible. It lets people know that we’re important and that we’re busy.

    We also know it will get done “properly” if we do it ourselves.

    Yet this is one way to make yourself into an ineffective leader.

    Effective leaders have learned that they must delegate tasks out to their team members. These tasks include those that are outside of your expertise. It may include accounting, teaching, or cleaning. Find out what tasks are clogging your workday and decreasing your productivity.

    Look for other team members who can do the task effectively. The general rule of thumb is “If someone else can do the task 80% as well as you can, delegate it out.”

    You’re now free to do what you do best.

  2. Effective leaders know their strengths
    What do you do best? That is your strength area.

    Find it and focus on that.

    If you’ve taken step 1, you’ve now freed up your time and can focus on your area of strength. You’ll find yourself being more productive and getting the things done that need to be done.

  3. Effective leaders build relationships
    Your team needs you and you need your team.

    Relationships are the building blocks of any great organization. As you cultivate relationships with your team, you will build trust and loyalty.

    You’re able to cast a wider vision. You’re able to capture their imagination. You’re able to join you on the journey.

    Take time to ensure you’re working on and creating the community your organization requires.

If you apply even one of these secrets, your leadership will see a boost. You’ll get more response, your team members will be happier, or your rekindle the joy you once had in leading.

Now’s the time of truth. Will you focus on these three secrets and become an effective leader?

If you are who I think you are, I know you will. Now get out there and do it!

The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it.
— Theodore Roosevelt

Question: How can applying one of these secrets increase the effectiveness of your leadership? Please share your thoughts in the comment section below.

Please note: I reserve the right to delete comments that are offensive or off-topic.

  • I remember a leader felling me to network one time. I had no idea what he meant or how to go about it. I was a bit shy and reserved. When I learned it was really about relationships, things got better.
    I learned some time ago I can’t do it all. I let my team do most of the tasks while I focus on a few things. Then I am also free to support and coach.

    • Sometimes the terms we use can be confusing. There was a time when I would’ve felt the same way as you when I heard the term networking.

      It’s great to hear that you learned the correct meaning of networking, instead of the less desirable “hand your business card out to anyone and everyone” variety. How have you seen networking impact your life?

  • Strength finding would help me to focus more on what I’m naturally good at. Unfortunately, leadership sometimes requires learning things that align more with our weakness. As leaders, it’s our job and responsibility to know both of these so we can lead as effectively as possible.

    • Good point Jon. Have you taken the StrengthsFinders test? It’s supposed to be great at showing your areas of strengths, allowing you to focus more on those areas.

      • No. I haven’t taken the StrengthsFinders test yet. It definitely sounds like something to look into though. Thanks!

  • Great post Joe

    • Thanks Chris. What did you come away with from the post?

  • Two of them are fairly easy for me, but the relationship one I struggle with. Not because I don’t like people and enjoy their company, I just tend to try to delegate that one too much as well.

    Feels like a little sting getting called out for it!

    Great post.

    • Yeah, unfortunately that’s one part of leadership that can’t be delegated. It must be taken on by the actual leader.

      Sorry for the sting Floyd.. But sometimes we need to be stung to realize where our lack is. (-;

  • Building relationships is so important. If you don’t have trust and loyalty you can never walk in the same direction. Also, when done correctly, you can establish a rapport that motivates your organization to go above and beyond normal circumstances.

    Finding and providing the little things that mean a lot to your direct reports will develop a dedication that will drive your initiatives upward.

    Great Post!

    • Lee, it’s funny how it’s the little things that motivate and not the big things huh?

      What are some little things you have found to be great motivators?

      • Me and my peers had an in depth conversation about this 2 days ago. There was one instance where we sent a Welcome Home gift basket to an employee and his wife after they moved into their new home.

        However, what we found was that the most appreciated gesture was that of time. When you give someone the day off or even allow them to leave early in respects to the accomplishment of a vital project the reciprocation comes back ten fold.

  • These are some important secrets to know and apply. I think it’s important to delegate areas of personal weaknesses so we can focus on using our strengths. Being strength based is essential to leading effectively.

  • Absolutely love delegating!

    Just a thought…I have found the key to great delegation is to surround myself with people who are gifted differently than me, and then to highly value these people and let them know how much I value them. In fact, I would go as far as saying I value these people more than people who are gifted like me because I can accomplish what people like me can accomplish, but I cannot accomplish what people who are not like me can accomplish. (I know this statement is a bit wordy, so I hope it makes sense.)

    Additionally, I’ve watch some leaders take a different approach. They look at delegation as getting stuff they don’t like off their plate. Yet often, they end up communicating to the person to whom they delegate that the stuff they are delegating isn’t important.

    Again, a better method is to realize the stuff we as leaders are delegating is as important, if not more important, than the stuff we hold onto ourselves. The stuff we do ourselves is the easy stuff because we can do it; the stuff we delegate is the hard stuff because we can’t do it. Therefore, the people we delegate to must be sharp. What’s more, we need them most because, without them, the important stuff they do simply won’t get done.

    • Love your point about delegation Kent.

      Making sure you let the person it’s delegated to know that it’s important. They’re the man or woman for the job. And that you’re doing it because you KNOW they’ll do it better than you can.

  • DS

    Joe – step number 2 reminds me of how John Maxwell communicates the 80/20 principle.

    Great thoughts!

  • Thanks for providing these tips to know better leadership and definitely leader should have good relationships with all in workplace.

  • Love this quote: “The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it.
    – Theodore Roosevelt”
    So often leadership is about choosing the right man or woman for the job, and getting out of the way.

    • Exactly. It always boggles me that we hire and bring in people to do a job. Yet want to hold their hand or take away all of the responsibility.

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