We’ve all read and seen the characteristics of great leaders. Typically they inspire, share a vision, motivate and communicate well.

Great leaders also take care of their people. But what does this mean?

I have seen many exceptional executives and managers that are personally well-recognized, yet by no means are they all truly employee-friendly. And let’s face it, if you want people to be there for you, it’s prudent they know you’re looking out for them.

So what are the specific actions of leaders who take care of their people? Consider these dozen pointers as a sound basis:

• Discover personal needs and aspirations

Begin by understanding what your people need. What’s working for them, what isn’t? What can you do to help them better succeed?

Solicit their unspoken ideas. Often such insights are profound.

The answers invariably already exist; just ask for them in an unintimidating way. And,always follow up and get true closure on related discussions.

 

• Do the basics

Ensure pay is industry and position-appropriate and consistent relative to contributions.

Get people their reviews on-time and make sure they are always operating with clear, agreed and up-to-date goals.

Keep ongoing communications sufficiently fluid that review-time contains few surprises, but rather documents a common understanding.

 

• Empower those capable

Be sure you delegate to those who are ready. Hand out challenges of projects and authority where people are stretched, yet can grow and develop.

Provide adequate framework and support to keep folks on track without excessive intervention. Adjust and grow from any of their minor failures and make sure time, people and essential resources are available to ensure success.

 

• Reward and recognize

Reward successes and call out people for doing a good job.

Money is not the greatest motivator, but still has a role.

Promote only those recognized and deserving.

Be sensitive to more private individuals as/if/when you outwardly recognize their achievements.

 

• Celebrate successes

Parties, events and communication meetings are all places to celebrate success. Ensureeveryone is involved in recognizing and enjoying positive results.

Don’t overlook either participants or contributions and always be evenhanded with praise and rewards.

 

• Actively enable open communications

Sit down with your people regularly and avoid constant resets or delays in scheduling. Make it clear that these discussions and events are important to you and valued.

Communication meetings with your groups should be on standing schedules. Throw in ad-hoc, spontaneous gatherings as and when opportunities or needs arise.

Encourage two-way discussion whenever practical.

 

• Share information

Ensure you’re open and expansive with what information you share.

Let everyone know what’s going on and why. There is always need-to-know information, but it’s surprising what can be shared with groups and individuals. If in doubt on a given point, check.

Sharing is for both group meetings and one-on-ones. Listen to what others offer in return, but actively avoid creating an environment for gossip.

Be sure you inform people of what they need (practically and emotionally) to know.

 

• Encourage cross-pollination

Always take actions and communicate your willingness for individual, group and divisional sharing and collaboration.

Make sure your organization is willing and open, never acting like a closed-off silo.

Look for project, meeting, show-and-tell opportunities that have value for your people and facilitate productive results, collaborative dialogue and cross-pollination at multiple levels.

 

• Facilitate access to training

If something is going wrong with individuals or groups and the root cause is inadequate training, it’s on you to get this corrected.

If someone wants or needs training relevant to their job or career, support this whenever possible.

A few dollars and work-hours invested here and there can go a long way to upgrading a situation and motivating those involved. Just be evenhanded (if not identical) in your treatment of those participating and/or interested.

 

• Develop replacement plans

Every organization has key positions and contributors. Take care to have a managed and up-to-date plan to cover personnel losses and liabilities.

Whenever possible actively invest in developing those critical replacements in the organization and for yourself.

And as soon as the time is right you should generally let worthy candidates know when they are being groomed.

 

• Talk with people

Schedules and deadlines fill our days, but strong leadership requires plentiful dialogue. This takes time.

Make time in your day, week and month to informally collide and chat with people in your organization and across groups.

Keep dialogue inquiring, productive and positive. Look for ideas and seek out problems. Again, avoid anything resembling gossip or that might be mistaken as meddling or political.

And above all always follow up and get all closure that’s required.

 

• Get people engaged

At the end of the day when you follow the pointers above, employee engagement should be a result you receive.

Engaged workers are happier, achieve more, collaborate better and are highly motivated.

Any even-handed, systematic plan or professional action you take to get folks engagedcan be a winner.

 

The list above provides a great foundation from which to take care of your people.

The better you invest your time and effort into people, the stronger you will become both asa person and a leader.

So, here’s wishing you great results and success with all of your investments!

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh