ur way to leading them. People will always gravitate and honour those who show them respect and love. The best leaders are also those who seek to serve. If we find it hard to accept the opinions, directions or contributions of colleagues or superiors, we won't make good managers either. When we readily find fault with other leaders without allowing them slack, it says far more about our own insecurities relating Are leaders naturally 'born' or do they have to be taught? Astrologers promote the idea of leaders tending to cluster in certain signs of the zodiac. For example Arians (the Ram) are supposed to be 'natural' leaders and Leo (the Lion), being of kingly nature, is foremost among equals. Whether we subscribe to this extra-terrestrial notion of leadership or not, one fact cannot be ignored: some people find it much easier to be 'bossy' or to affect people's responses and reactions than others.

Anyone of us can be a worker, but fewer people – for whatever reasons – emerge as leaders. This is because leadership may be assumed but the authority, the power behind it, has to be granted. The other essential ingredient is a genuine liking for people and the ability to get on with them, even in the most stressful circumstances, so that respect becomes automatic. We have to want to take people with us; to see their point of view; to be ready with support; to listen, to advise, to encourage and to influence. Notice there is nothing said about directing, criticising, assessing or decision-making. These are skills that are developed over time as we adapt to our surroundings and responsibilities. They should automatically follow if the crucial task of communicating is being fulfilled.

Communicating Effectively
Simply through good communication and trust we can have significant influence on what others do. The art of being a good manager is gentle positive persuasion, not negative coercion. Once there is the capacity to accommodate others with mutual respect, especially in a diverse environment, we are well on our way to leading them. People will always gravitate and honour those who show them respect and love. The best leaders are also those who seek to serve. If we find it hard to accept the opinions, directions or contributions of colleagues or superiors, we won't make good managers either. When we readily find fault with other leaders without allowing them slack, it says far more about our own insecurities relating t

asier to be 'bossy' or to affect people's responses and reactions than others.

Anyone of us can be a worker, but fewer people – for whatever reasons – emerge as leaders. This is because leadership may be assumed but the authority, the power behind it, has to be granted. The other essential ingredient is a genuine liking for people and the ability to get on with them, even in the most stressful circumstances, so that respect becomes automatic. We have to want to take people with us; to see their point of view; to be ready with support; to listen, to advise, to encourage and to influence. Notice there is nothing said about directing, criticising, assessing or decision-making. These are skills that are developed over time as we adapt to our surroundings and responsibilities. They should automatically follow if the crucial task of communicating is being fulfilled.

Communicating Effectively
Simply through good communication and trust we can have significant influence on what others do. The art of being a good manager is gentle positive persuasion, not negative coercion. Once there is the capacity to accommodate others with mutual respect, especially in a diverse environment, we are well on our way to leading them. People will always gravitate and honour those who show them respect and love. The best leaders are also those who seek to serve. If we find it hard to accept the opinions, directions or contributions of colleagues or superiors, we won't make good managers either. When we readily find fault with other leaders without allowing them slack, it says far more about our own insecurities relating

circumstances, so that respect becomes automatic. We have to want to take people with us; to see their point of view; to be ready with support; to listen, to advise, to encourage and to influence. Notice there is nothing said about directing, criticising, assessing or decision-making. These are skills that are developed over time as we adapt to our surroundings and responsibilities. They should automatically follow if the crucial task of communicating is being fulfilled.

Communicating Effectively
Simply through good communication and trust we can have significant influence on what others do. The art of being a good manager is gentle positive persuasion, not negative coercion. Once there is the capacity to accommodate others with mutual respect, especially in a diverse environment, we are well on our way to leading them. People will always gravitate and honour those who show them respect and love. The best leaders are also those who seek to serve. If we find it hard to accept the opinions, directions or contributions of colleagues or superiors, we won't make good managers either. When we readily find fault with other leaders without allowing them slack, it says far more about our own insecurities relating

ow if the crucial task of communicating is being fulfilled.

Communicating Effectively
Simply through good communication and trust we can have significant influence on what others do. The art of being a good manager is gentle positive persuasion, not negative coercion. Once there is the capacity to accommodate others with mutual respect, especially in a diverse environment, we are well on our way to leading them. People will always gravitate and honour those who show them respect and love. The best leaders are also those who seek to serve. If we find it hard to accept the opinions, directions or contributions of colleagues or superiors, we won't make good managers either. When we readily find fault with other leaders without allowing them slack, it says far more about our own insecurities relating

ur way to leading them. People will always gravitate and honour those who show them respect and love. The best leaders are also those who seek to serve. If we find it hard to accept the opinions, directions or contributions of colleagues or superiors, we won't make good managers either. When we readily find fault with other leaders without allowing them slack, it says far more about our own insecurities relating to management than the manager in question. It is our confidence, compassion and capability in dealing with people and getting things done which separate us from everyone else.

A lack of confidence in those who lead manifests itself clearly in three main approaches: a desire to be liked (poor sense of belonging) which encourages familiarity and inconsistency; persistent self-doubt about personal abilities (low self-esteem) which encourages needless formality and makes the person isolated and unapproachable, and a feeling of insecurity (poor sense of achievement) which overrates personal competence and thrives on suspicion and dominance, while undermining the contributions of others.

From these aspects, it appears that great leaders are made because there is a lot to learn about interacting with others, a key part of our social training. However, true leadership begins inside of us with self-love, the self-assurance in who we are and the knowledge of what we want and where we are heading. Without those three personal attributes we would find it difficult to impact on others let alone influence, lead or inspire them.