Let’s consider some qualities of leadership. It’s said that unless you’re a taco, you can’t make everybody happy. It’s said dogs don’t bark at parked cars. And it’s said that reality distortion fields might actually be a good thing.

What’s the point? These all relate to one thing: the outcomes of high-impact effective leadership.

Here we write of the attractive, “do you hear the people sing” beyond-the-barricade kind of leadership. That’s the kind of referent power that doesn’t need authority. That’s leadership fueled by respect, admiration, loyalty, shared trust and collaboration.

Leadership fueled by respect, admiration, loyalty, shared trust and collaboration doesn’t need authority.

That’s leadership that bends against hierarchy and transforms, leadership that perseveres in the face of criticism, leadership that sets a vision that spawns achievement. High-risk? Sure it is.

Don’t know anyone at this moment who manifests this, but would like to? Try on some Simon Sinek: “Be the leader you wish you had.”

Here’s something to consider: the level of trust is rightly and near-universally viewed as the master-of-the-obvious barometer, the business climate key data reading that effectively tells one whether deals and organizational achievement will move forward at the speed of light, or at the speed of decay.

How important is trust in breakthrough effective leadership?

Levels of trust have collapsed

According to the 2018 Edelman Trust Barometer global research, levels of trust have collapsed. Media – the once respected fourth estate that championed open discussion – now suffers the lowly rank of being the least-trusted entity on a worldwide basis. It’s gotten to the point where the public relations firm Edelman found there exists a literal “battle for truth.” Trustworthy leaders are needed. Now.

Positive disruption

In a frenzied Fourth Industrial Revolution/Internet of Things environment – where life seems to be one long stream of disruption – a lack of trust engenders organization-busting chaos.

Trustworthy, high-impact leadership cheerfully confronts and changes this.

What’s your reaction? McKinsey notes the proven view of Alan Mulally, the visionary legend credited with snatching Ford from looming bankruptcy and driving it to global leadership: “People often say that the world is becoming more volatile and more complex, that there are exponentially more ‘moving parts.’ The world has always been a complicated and volatile place—it is just that we now have the tools to recognize it, to try to make sense of it, and to respond to it.”

Seven Qualities of High-impact Leadership

Here are seven qualities of leadership that we can adopt and adapt to become the leaders we wish we had.

Organizational change expert and TED Talk magnet Sinek summed up three for INC magazine. According to Sinek, real leaders:

• Embrace selflessness – It’s not about you – Humility and selflessness engender trust, the proverbial holy grail of management and marketing. As noted earlier, trust is in rare supply these days. As Sinek told INC magazine, “Humans are constantly assessing people and organizations around them, and if they feel they are selfish, they keep a safe distance.” Purdue President Mitch Daniels, a former state governor earlier recognized by Forbes as a top 50 global leader, adds that leaders know that it’s not about them. As Daniels told the Indianapolis Star, “Anybody who aspires to a high position needs to answer the ‘why’ question, and the word ‘I’ should not be in the answer.”
• Do good – demonstrate authentic empathy – Taking care of others and letting people into your lane is a top motivator. As Sinek says, “the more we do good for each other, the more we want to do good for each other.” In one of his best-selling management tomes, Sinek cites research he conducted that shows why the Marines function so well – “leaders eat last,” which (with other leadership attributes) daily confirms to Marines that their officers have their back.
• Exhibit grace under fire – While a wide-eyed screaming leader can drive everyone nuts, exhibiting calmness under stress is equally infectious, if not even more powerful. If you’re not flustered, people will look to you for leadership. As Sinek recommends, don’t intentionally induce fear and anxiety in your employees or colleagues. You may be boiling inside, but don’t pass it on. Standing firmly calm is key.
• Recognize that leadership is an honor, not an entitlement – Reflecting Sinek’s recommendation for applied humility, Mulally hammers the fact that leaders must recognize “At the most fundamental level, it is an honor to serve—at whatever type or size of organization you are privileged to lead, whether it is a for-profit or nonprofit. It is an honor to serve.”
• Stay positive, even when others aren’t – Again Mulally weighs in with these critical points: “Positive leadership—conveying the idea that there is always a way forward—is so important, because that is what you are here for—to figure out how to move the organization forward. Critical to doing that is reinforcing the idea that everyone is included.” [Mulally’s emphasis]
• Leaders must have vision –and be able to communicate it – The late Steve Jobs holds the champion title here. Apple executives described Job’s ability to convince himself and others “to believe almost anything with a mix of charm, charism, bravado, hyperbole, marketing, appeasement and persistence” could be described as a “reality distortion field.” Vision inspires people to transcend the obvious and do things beyond their comfort zone.
• Dogs don’t bark at parked cars – True leadership is a high-risk venture. Leaders must embrace the possibility of criticism, no matter how much it stings. Daniels related: “Once you step into a leadership role there will be no shortage of people who will tell you you’re wrong.” Combat this by remembering, “Dog’s don’t bark at parked cars. A good way to avoid criticism is not to do much.”

Turmoil and disruption produce opportunities for great leaders to emerge. Will you be the leader you wish you had?

Michael Snyder is managing principal of MEK, a high-impact martech, PR and change management firm in Indianapolis. He likes tacos, but they don’t universally make him happy. He’s also been trying to teach his cat to bark, but thus far that has been a failed initiative. Advice welcome. Fortuna favet fortibus.