Volume XXIII, Number 30 (Issue 1139) | July 28, 2025
Short Takes on Leadership – Part I
During my fifty-plus year career I have had the good fortune to work for and with some incredible and some good leaders. I have also been around some not so good leaders, though calling those individuals “leaders” is a gross misnomer. What I have learned from those experiences could fill a book. But for now, I hope you will settle for some short takes on the traits and behaviors of the best leaders, starting with…
Accessibility – Effective leaders are accessible to their people. No matter how busy they are, they make time/take time to be there for their team. But do not confuse accessibility with statements about an open-door policy. Not many people believe or dare take advantage of such a pronouncement. That is because most people are reluctant to infringe on a leader’s time out of the belief that those in positions of authority are too busy to be troubled or interrupted. On the surface this seems logical. But all of us have demands upon our time. Good leaders understand they have the authority as well as the ability to solve a range of problems. They also tend to have the sort of experience that makes them a good sounding board and mentor. While they do not have all the answers, they often have the means to cut through the red tape. Furthermore, they are committed to serving their team and paying it forward.
Pay It Forward – The best leaders invest in their people’s personal and professional development. Leaders understand there are numerous benefits that go along with such an investment. For starters, there is the realization it enhances their people’s skill sets. Beyond that, it demonstrates the degree to which they value their people, and it shows trust in their team. We must also acknowledge that such investments prepare their people for bigger and better things, including the possibility of advancement. An additional benefit is that it enables their people to share in more of the workload.
Intellectual Curiosity – Leaders are committed to life-long learning. Not only do they thirst for knowledge of all kinds, but they also recognize it is better to learn from the experiences of others (including others’ failures) rather than till an already plowed field or worse, repeat mistakes of the past. On a personal note, much of what I read these days consists of biographies of notable individuals. I cannot begin to list all that I have learned from sitting at the proverbial feet of those who are wiser and more knowledgeable. Another important manifestation of a leader’s quest for knowledge is their willingness to listen to and appreciate (learn from) those with a different perspective.
Open minded – Leaders understand that the higher they rise in the organization, the less likely they are to have command of the details. Thus, their thirty- or fifty-thousand-foot perspective, while beneficial when it comes to developing a vision for the future and anticipating potential risks, leaves them less qualified when it comes to an appreciation for the things that make things harder or easier for their people and their clients/customers. Since one of the most vital roles a leader plays is to eliminate the obstacles that prevent their people from realizing more of their potential, the more a leader is willing to hear and learn from those who are closer to the work, the better they are able to make sound decisions that take into consideration a range of perspectives.
To be continued.
Soli Deo Gloria
“Dear children, let us not love with words or speech but with actions and in truth.” 1 John 3:18
J. Keith Hughey
Mobile: (210) 260-0955
E-mail: keith@jkeithhughey.com
Website: www.jkeithhughey.com
Transforming Potential into Unmatched Performance
Copyright 2025 by J. Keith Hughey. All rights reserved. Permission is hereby granted for reproduction and redistribution of this essay as provided under the copyright laws of the United States of America. Recent issues of Musings may be found at www.jkeithhughey.com. Your comments are always welcome.