Leaders Produce more than they consume

The second vital quality a leader must develop is a productive, results-oriented attitude. While it may be true that people who feel good about themselves produce good results, it is most certainly true that people who produce good results feel good about themselves.

Everybody needs to be geared into results. How will you know when a goal is achieved? How will you measure that achievement? Goals don’t make sense unless they can be measured or are a means by which other people can tell whether or not you are doing a great job.

Business owners, managers and sales executives should ask questions focusing on key results. The secret of a leader’s effectiveness is isolating one or two tasks, key results areas, that they can do that no one else can. These specialties, if done well, will make an extraordinary difference to a leader’s, and in turn, an organisation’s success.

Ask yourself “What can I do that no one else can do?” Once you have the answer, plan on doing those things and delegate everything else to some one else.

Have an outrageously productive week. You can do it!


Grant Herbert
The People Builder


Qualities of Leadership

Everyone wants to be a better leader. Unfortunately, many people are unable to identify the specific qualities of leadership. Since these men and women do not know what leadership qualities are, it is far more challenging to acquire these attributes because they don’t have a target at which to aim.

Over the next few weeks you will discover six of the most important qualities or skills you need to develop or improve in yourself in order to become an excellent leader. The six I have chosen are Vision, Productivity, Innovation, Intellectual curiosity, Courage and my favourite, Integrity.


Being a great leader begins with a Vision. You must have a purpose and a mission. Vision also involves the crucial questions of who you are and where you want to go. These are questions that only you can answer. Vision means knowing what has to be done to bring out your best.

In business, vision requires the devising of a strategy, for it is strategy that gives you the energy and momentum that will move you toward success.

Another name for this strategy is a Mission Statement. It is a declaration of where you want to go and how you plan to get there. Although vision leads to the creation of your mission statement, it is your mission statement that makes your vision real, set in concrete.

It is important to understand that this mission statement be written in such a way that anyone could understand it, with no need for complicated descriptions, just a simple statement of fact.

In the very best of organisations, it is not just the leader who has a mission statement. Everyone must decide that he or she is going to be the very best at what they are called to do. A great leader can set the example, showing the way to make the vision real.

To be a true leader, you need followers. The best way I know to produce followers is to give them someone and something worth following.

Have an outstanding week. You deserve it!

Grant Herbert
The People Builder

Build on your strengths

Whilst there are many great tools for engaging people and driving performance, such as recruiting for certain talents, setting clear expectations, praising when it is due, and defining the team mission, the most effective tool on your belt is to get each person to play to their strengths. Employ this and an engaged and productive team will result. Fail to do this and no matter what else you do to motivate your team, it will never truly engage. They will never become a high-performance team.

Over the years of working with small and large companies alike, I have witnessed many people who seem to be a perfect fit for the role they have. A friendly, well dressed receptionist, a conscientious shop assistant, a detailed accountant, a mechanic with a love for cars. Round pegs in round holes, playing to their strengths. Equally though, I have seen countless people who just seem to have lost their true calling and don’t seem to fit where they have landed and would be better suited doing something else on the team. A classic example of this is a salesperson who loves to be with people, and is a great relationship builder, being promoted to a “sales management” role in the back office because of longevity. The insuring loss of enthusiasm and productivity should not come as a shock to us, but it invariably does. This person has stopped performing because they are no longer playing to their strengths. Why not reward their performance by paying them more to do what they do best?

Whilst knowing our weaknesses is equally important, focusing on them and how we are going to turn them around into strengths isn’t. Recently I read a great book by Marcus Buckingham which outlines six steps to achieving outstanding performance. It was all based on this principle of using your strengths so I thought I would share them with you.

Step 1: Bust the Myths

Change your mindset from improving weaknesses to building on strengths.

Step 2: Get Clear

Identify your own strengths and weaknesses.

Step 3: Free your Strengths

Identify exactly how and where each strength helps you in your current role and search for missed opportunities to use them. Learn new skills and techniques that will sharpen and build these strengths and build your role around them.

Step 4: Stop your Weaknesses

Avoid situations that employ your weaknesses and team up with someone who has them as a strength. Find a strength in you that can add productivity to your role and use your strengths to build on the area of weakness.

Step 5: Speak Up

Open conversation within teams, without fear of retribution or ridicule, when planning and giving out roles and responsibilities. The salesperson who became a manager would have benefited everyone if he had communicated his desire to keep working on his strengths. His role could have been structured around selling and training others to sell.

Step 6: Build Strong Habits

Stay clear headed and focused on the long term employment of your strengths, week in – week out, year in – year out, pushing towards activities that strengthen you, ever watchful for those that drag you down.

So, whether you are a sole trader or the CEO of a major corporation; build your team based on the use of strengths and the weaknesses will take care of themselves.

Have an outstanding week. You deserve it!


Grant Herbert
The People Builder