We’re all familiar with the traits of exceptional leaders. They generally

• Inspire
• Motivate
• Accomplish major Results

And, typically have a Vision accompanied by a truly Positive Outlook.

Such traits emerge as the leader grows in confidence and capability. They evolve as a result of careful and specific learning.

Exceptional learning is established through

• Dedicated and Deliberate Practice

And importantly

• Excellent coaching and guidance
• Enthusiastic (family and/or professional) support

Leaders acquire these traits (or attributes) built upon their mastery of specific, quantifiable Skills. These skills will include:

• Specific, job-related knowledge
• Problem-solving
• Decision analysis
• Interpersonal/management-styles awareness
• Delegating
• Motivating
• Planning
• Organizing
• Controlling
• Reengineering
• Team-playing
• Leading
• Mentoring

This is a significant body of study and work in which to invest. It cannot be mastered overnight. Inevitably, as anyone sets out to be a skilled Leader (or Manager) of others they must decide where to begin.

As with any process the action plan should consider priorities. These are unique to youand your goals. What must I know first? What is most urgent? What will have the maximum benefit for me over time?

There are several resources available when planning your priorities. You can

• Ask your boss
• Work with a mentor
• Check those (next job) specifications with HR (if they have them)
• DIY

Clearly the best approach will usually be taking guidance from a trusted colleague/expert; commonly the quickest and most secure route. The important thing is to get a plan/timeline, then commit and begin the process.

Learning is a lifelong investment and your development as a leader is no different. It’s said that if you read (i.e. learn) for an hour a day, by the end of seven years you should be a world-class expert on your chosen subject. Careers are inherently very lengthy, so this offers great opportunity for those who will make the commitment.

Begin by picking a path of learning that delivers you short-term benefits and validation, yet maximizes your progress and ultimately will develop your abilities to a well-rounded result.

I can also offer you an alternative and specific, hands-on guide to this process.

Developing these essential skills need not be an entirely formalized process. True, some things are best learned by such means, but many others can be digested and embraced through casual reading and even informal meetings.

Whatever method you’re employing just ensure you Digest, Consider and Practice the skill. It’s well-accepted that all new skills are best assimilated by their use and application.

Good luck with your investment in becoming a more skilled, accomplished and exceptional Leader!

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

I always explore business scenarios and options with the goal of achieving the very best possible outcome. Who doesn’t, really?

In practice this selection is not always available. However, you can always get the best outcome possible.

Life and business normally demand that we aim high. In the end we should only abandon ideal solutions when they are shown to be truly untenable or too costly. Even before this we should work them a little to see if they can be kept in play using acceptable investment and adjustments.

In general, it’s seemingly only the more capable or seasoned people who really seem to dig in, find a way and make things happen. It appears that those who give up more easily are perhaps just not exploring their alternatives in the right way.

In some cases individuals just don’t show the intestinal fortitude required to endure. In others, they seem insufficiently equipped and unknowledgeable of the process with which to proceed.

I have found the following three-phase approach to be invaluable for those needing a little more structure. All that is required is to:

• Project out far enough

When considering your options ensure you envision them sufficiently into the future. How might they change or need to be adapted? What liability might arise and what will then be your next options and so on. Look ahead, just like playing a game of chess.

As you consider risks you should proactively and carefully review how you’ll proceed when you run into such likely bumps in the road.

• Look Deeply enough/Confirm Options ARE generally viable

Not all options are viable. Many choices are flawed and need closer inspection. Yet not everything can be explored exhaustively. However, every option you’re relying upon should not be superficially deemed viable without close inspection adequately proving it to be so.

• Churn

When we’re on-the-run we don’t always commit our plans to paper. Sometimes we should. However, in every situation we need to frequently and systematically, continually review our options.

Things change. Both circumstance and time can make good plans bad and those once-untenable approaches might again become viable. Keep your eyes open wide while quietly churning the plan in your mind until execution is secure.

If any plan is important to your cause you need to work it. Don’t assume any chosen path will pan out exactly as conceived. They invariably don’t.

It’s your ability to adapt and overcome in a quickly changing environment that is often the difference between a lethargic failure and an outstanding success.

So, make your plans carefully and keep them churning over in your mind. Ensure they result in the best possible outcome.

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

Ever notice that whenever we want to put a leader in a new role we always make the perfunctory demand they be a good Communicator? It’s seemingly been this way forever.

But what does this really mean? What are we looking for?

Clearly the person must be skilled in articulating their thoughts professionally and be able to state them in an accurate and situation-appropriate manner.

Is this alone, enough? Not really. So, when interviewing we typically review other relevant, seemingly supporting and complementary job-specific skills such as knowledge of this, expertise in that.

Yet even these requirements do not help us fully address what we truly might want to see in the candidate.

The fact is leaders are fundamentally representatives. They head Teams, Groups, Organizations, and Companies.

A major part of a leader’s role is clarifying the needs, objectives, challenges, results and more that their organizational groups also need to communicate outwardly. So, to be really effective a leader must additionally be a great Interpreter of these issues.

Being exceptional in communicating your own thoughts and ideas is one thing, but what about the situation where you might have little specific immediate knowledge to impart? In this case when you lead any group of people you will invariably then need to advocate and present what is essentially their case, from the information they provide.

Most leaders are not inherently expert in the many diverse disciplines resident within their organizations. Nor are they knowledgeable of all the details swirling around often numerous activities.

So to represent their groups, leaders first have to dig out or review facts/detail, then assess, formulate, summarize and finally articulate the outbound communication required.

Regardless of their size, organizations normally have to seamlessly communicate both laterally and vertically. Often they need to be represented to other organizations of different disciplines. Leaders must present their issues to peers, other executives, boards, companies, customers, suppliers and more.

Often these same groups/teams have unique or specialized vocabulary while possessing diverse/sophisticated skills and knowledge.

Clearly the ability to interpret in such varied situations and for differing personnel is critical.

Ever seen recruiters, hiring managers or even boards consistently and specifically searching for an exceptional Interpreter? Not too often. This common need is rarely specifically stated. However, it is often of paramount importance that an individual’s skill in this area be exceptional.

Certainly if an individual evidences great skill as an Interpreter, you’ll often soon uncover their supporting abilities to (un-prioritized):

• Work Closely with Others
• Empathize
• Stimulate Ideas from Others
• Understand Diverse Issues
• Synthesize Concepts
• And, much more

On two occasions I was personally appointed to executive positions for the primary reason of being perceived as a good interpreter. This is notable here for two reasons:

• In neither case was I told this was a critical job requirement
• In both cases the current board and executive teams couldn’t clearly understand what the exceptionally skilled engineering team was telling them

Admittedly, these facts provide troubling food-for-thought on many fronts. Not least, why weren’t the job spec or interviews set to ensure candidates came prepared to showcase their specifically relevant skills? Nevertheless, these experiences clearly illustrate the importance of being able to Interpret from and Communicate for others.

Being a good Interpreter is not simply about having expertise in a field or the discipline in discovery. It is more important that a leader be (un-prioritized):

• Inquisitive
• Questioning
• Nonthreatening and Diplomatic
• Thorough and Rigorous
• Open-minded
• Trustworthy

It’s noticeable that many of these traits are those possessed by a good Problem Solver, too. Coincidence?

Now, returning to our theme: For Leaders in general, the larger the organization the more diverse and numerous the skill-sets embedded in the enterprise. So, inevitably as a Leader you can’t know everything, but you must preferably be able to interpret anything.

And, such competence has much broad application in personal life.

We must often interpret for others when living many of the roles in which we find ourselves.

By analogy, Mothers explain to others what their toddlers are saying. Parents support difficult, less-articulate teenagers with teachers and even family/friends. And, so on.

We are constantly interpreting by understanding the desires, wants, needs and facts presented to us by others.

In the workplace the need for skilled interpretation is obvious. You and your organization are not going to succeed unless issues, objectives, data and purpose are accurately interpreted and appropriately articulated.

Are you doing the best job in interpreting for those you represent? Their ideas and sustained efforts are essential. Do they feel understood and well-represented by you?

Take a close look at your interpretation skills. Should they be sharpened to better leverage and communicate the issues and opportunities within your organization?

Above all, remember: You can be a great communicator, but without Interpreting, then appropriately Considering, Valuing and Using the insights of others, you’re really only going it alone.

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

I recently heard an ex-MLB player turned analyst offer a significant insight. ”If a player comes up to the Big Leagues and doesn’t already have a plan of how he’ll stay there, he won’t.”

This is a solid observation from experience, but it’s also highly relevant in business. Even further, doesn’t this say volumes about the importance of proactive and timely self-preparation as an imperative when we enter any new role in life?

The business analogy is striking. It doesn’t matter if you’re enjoying a promotion, trying a lateral move, or even suffering a demotion in some form; the role is materially different.

In these times immediate readiness and preparation is often expected whether a move is inside or outside your company.

Changing to any new business role will demand many actions on your part. Some will be more urgent and important than others. This will depend on the specific situation.

In any situation you will need to (un-prioritized):

• Establish a level of Mental Preparedness
• Adapt to Culture, as required
• Learn the Reporting and Personal Power structures in play
• Over-Communicate (both laterally and vertically)
• Build Relationships with new and key people
• Engage others and Build Trust
• Learn relevant Systems and Tools
• Understand Competitive Landscape and Market(s)
• Accommodate Existing Agendas and Goals as/if required
• Identify and support essential Standing Meetings
• Develop a Vision and Strategy
• Plan for the future
• Set/confirm Goals and establish Key Metrics
• Get some Early Wins for and with your team
• Set up Your Lifestyle to match short, medium and long-term needs for  sustained focus
• And, more

Most importantly, ask yourself what personal skills does this role demand of me and their priority? Make and compare a critical assessment of your current skills. To be certain, check this with a trusted colleague or mentor. Alternatively, use this guide.

Next, quickly define timely supporting actions to address those skill improvements you’ll personally require.

What you inherit in any new role will necessitate that essential maintenance and support melds with future plans for both your Business and Self. Confirm these plans with your boss/trusted colleague(s) as appropriate.

It doesn’t matter if the new role appears to need only minor adaptation on your part. Invariably, more profound changes will be valuable. Again, ask and check.

Most roles involve different balances of Internal and External Company focus. What does this job require? Adapt your learning habits, priorities, contacts and relationships accordingly.

Practically, you typically get one chance to successfully set a solid foundation upon which to build your role. So, get it right.

Have you recently changed your role at work? Did you actively set aside time to Plan your way forward? Considered both the practical and personal requirements of the job?

Our many roles in life often warrant similar attention. Have you recently had a child, married or even bought a house? If so, one of your personal roles is fundamentally changed. In such a case, have you set yourself up to succeed?

There can be times to simply fly by the seat of your pants. Nevertheless, just be sure that when you reach the Big Leagues you’ve planned how to stay and thrive.

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

Some weeks ago I received a request for help from a young Marketer struggling with a project. She wanted a review, suggestions and comments regarding any obvious tune-ups required.

When her draft arrived I found it hard to begin without essential background information: Who’s the audience, Objectives, Deadlines etc., etc.

The more I asked the fuzzier specifics became. She wasn’t struggling with any particular assignment detail, but rather the very purpose of the assignment itself.

Now if any project is poorly specified at the outset, what sort of result can you expect?

My first thoughts were that I was trying to help this Marketer who in turn was being directed by a pretty junior manager. This was likely someone sorting out how to set up a project in his/her earlier months of OJT. But not so, he was apparently a moderately seasoned and highly regarded VP in a well-funded startup.

Inevitably, my next thought was just how unusual is this type of basic problem? Is it common for even senior leaders and managers to assign tasks and ad hoc projects with such inherent ambiguities?

Supposedly everyone knows how to set up Goals: They should be Unambiguous, Measurable with clear expectations of outcomes and Timelines. But might the assignment of more ad hoc Tasks and Projects be treated quite differently?

I made a few calls and inquiries which all confirmed my worst suspicions. Hardly scientific, but this checked real world experiences of Junior, Mid-level Managers and even a few CEOs working with their Boards.

It almost seemed that the more senior the Assigner, the more victimized was the Assignee. Though there does appear to be a likely inevitability of increasing expectations through the hierarchy.

In these times nobody wants to micromanage individuals and we typically expect managers to respect people’s ability and desire to contribute. However, if you don’t give reasonably clear direction to an assignment, how can you expect a predictable, satisfactory outcome?

And, in many poorly directed situations the assignee can likely become seriously frustrated, will feel their time is being wasted and often expends energy in pointless pursuits.

Some of my contacts said they invariably went back and clarified details in such situations. Several of these complained of being treated like fools, but others philosophically claimed to at least then avoid too much of their time being wasted as a result.

Even if carefully approached, some Assigners react defensively when confronted with their blatant omissions while being asked for clarification. So if you’re ever faced with a similar situation, just check back early and tread carefully.

When you’re personally doling out even the simplest project, provide adequate guidance. At least present the assignee with the basic outline of requirements:

• What
• When
• Where
• Why, and
• Extent

If a project description features these basic tenets the recipient will normally fare quite well. Even ask them if there’s anything you omitted and offer your contact information for any further questions. After all, unless you have established, excellent rapport most people won’t prove to be mind-readers.

Also, this is the basic information and approach required to solve any problem.

It doesn’t matter if the assignee is a CEO being asked to check into alternative market opportunities or a line worker being given the simplest task. Polite, professional and adequate descriptions are essential.

As for my young Marketer friend, she went back and asked questions to better understand more details of the project assigned by that VP. This culminated in her approach to the resulting report taking quite a different direction. It turns out little further help was required from me as all insecurities and questions dissolved when she developed a more complete understanding of the boss’ request.

It seems even senior leaders can unwittingly make ambiguous requests.

Sometimes directing professionals with poorly specified assignments can be productive in unearthing surprise and diverse insights. But this can usually be achieved without doling out unnecessarily open-ended projects. And, you should invariably tell people (often as a motivator) when this is intended.

How are you doing when assigning tasks? Ever get surprise results unfortunately outside of the intended scope?

Even now, the more I ask around about this class of problems, the more it seems to be the operating norm for many businesses.

Yet good practices in making requests or assignments (by following the above guidelines) can also help us in almost every aspect of our personal lives. For instance, just think how obviously essential this skill becomes in simply communicating with children and young adults.

Make a quick review of some of the projects you recently handed to others. Are results appropriately turning out much as planned? If not, maybe it’s time to make a determined upgrade to your minor and major assignment practices.

If you have related experiences you wish to share, please offer Comments, below.

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

Humans are rationalization machines. We can justify anything.

I’ve always believed this true, ever since I long ago recognized my own patterns of justification.

You want something a particular way (usually in your own favor) and you immediately have a host of bona fide reasons why that’s the way to go.

Human history is littered with wars, crimes and injustices all rationalized by someone as being the best outcome. They are all results of decisions. And every day at some level many other poor choices are routinely made in both the workplace and our private lives.

Why do we make poor decisions? Are we just self-centered or are there inherent thought processes that drive our selections in some way?

I suspect that everyone reading this believes, as I do myself, that they make outstanding decisions. Leaders and followers alike normally hold this belief. And with every rationalization we either sustain our own confidence or provide ourselves the necessary cover to justify our thoughts and actions.

There’s been much renewed study and progress in comprehending the nature of decision-making over the last decade. Consequently, the understanding and modeling of this process now offers relatively concise explanation of what is involved.

If we step back and look in the mirror we typically find ourselves operating in one of two modes when we make decisions:

• Instant Decisions

Here we immediately draw on our prior experiences and their believed value and applicability. Judgments are typically made on-the-fly.

• Analytic Review

In this case we stop, focus on the issue, perhaps gather specific data and more deliberately evaluate information before a judgment is made.

When we consider ourselves great decision-makers we’re often rating our skills withinstant decisions; these are most of those we implement throughout our day. Oddly, even very capable Execs and Leaders typically have a much lower batting average in this arena than they realize. Flawed perceptions are often buoyed by misplaced confidence and distorted recollection.

Most of us have noticed that if we solicit the opinions of others on any matter, they will bring useful additional insight. Yes, we may get things 80% or even as much as 95% correct and complete on our own. But we should recognize that even small omissions can have significant impact; sometimes wholly changing the planned course of action, or perhaps by elegantly helping us adapt its execution so as to proactively head-off other potential problems.

There is always a different perspective available.

Most decisions (by number, particularly) are more minor and need be made quickly. We cannot reasonably pontificate or research every detailed action that must be taken. However, such omission has a cost. Mistakes get made, feelings get hurt, rifts between individuals can result and people get labeled as irresponsible, inconsiderate or worse. Hardly career enhancing scenarios.

If a problem reads like there may be more involved than meets the eye, or that a poor decision could have unpredictable and significant consequences, we’re better off inAnalytic Review mode. It’s time to get opinions from others.

A different perspective could be offered by a single other person, queried on-the-fly, or by a large group of stakeholders sat down for a formal review. We set the appropriate forumto mitigate the potential risk and secure the best outcome, based on its importance.

The Analytic Review Process is best accomplished by formal means, quickly enacted. Here it’s necessary to look at the Seriousness, Urgency and Impact of decisions on the future. I have covered this in more detail (see Decision-Making) in this material.

Employing a more formal process (where issues and objections can be brought to the table and prioritized) enables stakeholders to engage. Also, providing discussions are crisply executed, those involved see their inputs valued and so more easily respect tough outcomes and priorities. And finally, those participating receive real-time communicationson important matters in progress.

We must always consider who should be in attendance. Again, a formal (Analytic Review) approach can require that just two (or perhaps, many more) people are involved. Likewise, an Instant Decision can be an ad-hoc validation by similar numbers, informally holding discussions over coffee.

The difference in these two processes is defined by the formality, completeness and overall systemization. It is widely accepted that the more rigorous Analytic Review produces much better Decisions.

So, do you make a lot of calls while you’re on-the-run? Know if you’re alienating folks and damaging communication channels with your choices? Just how good is your decision-making?

It’s probably worth taking a look at how you operate and review if you need to slow down (or perhaps even speed up?) some of your judgments!

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

The whole world is a Bazaar and your place in it the result of many negotiations.

In business we expect to-and-fros in settling a business contract. The Sales and Marketing teams negotiate with their customers.

Yet life itself is a Negotiation. We jockey for position and benefits with bosses, coworkers, colleagues, friends, spouses and even our children. Everyone is selling something so negotiation inevitably permeates both our workplace and private lives.

In Western culture negotiation and haggling is often seen as somewhat tacky, occasionallyunrefined and even sometimes a dirty business. This is neither the case in other parts of the world, nor in many societies.

Most purchases made in the Near, Middle and Far East are acquired through negotiation. Consequently, cross-cultural dealings can often leave those less immersed in the processat a disadvantage.

Take a step back and look anew at the everyday interactions that constantly surround us. Almost all human dealings are a negotiation. And importantly, everything can be negotiated.

Next time you go to the store to (say) buy a sofa, try negotiating. Ignore the marked price, politely ask for a discount, check for cash-purchase consideration, request that a lamp to be thrown-in (free) with the buy, ask if they’ll pick up the Sales Tax. What do you have to lose? Be Creative.

Sellers can often be disadvantaged by competing products, aging inventory, slow sales, personal commission objectives and much more. A competent buyer can quickly expose such opportunities with insightful questions and a confident demeanor.

The reverse can hold true for sellers, too. Standing your ground, confidently showcasing product strengths and competitive advantages all enhances your position.

Seldom is there a true standoff in any negotiation. Someone usually wants to sell and there is normally a very curious buyer. And, at some point one party is invariably just a little more motivated to give.

Normally, one side typically better holds their ground. Remember the closing negotiations to the Vietnam War? The US-backed negotiating team moved into a hotel at the outset of the talks. The North Vietnamese delegation took out a long-term lease on a Villa. Results of these discussions are well known and often studied.

Much the same situation exists in the workplace. Here you too are intensely engaged; immersed in your career for the long haul. So, you had better accommodate its importance in both your short and long-term dealings with others.

There are many great books and teachings offering guidance about negotiation. Personally, I’ve always thought there’s just a few key Must-Do’s to keep in mind:

• Know your Facts

A little preparation will go a long way. At least be armed with some forethought and essential facts. Don’t be discovering too much on-the-fly.

• Understand Who you’re dealing with

You’ll make better headway if you know the motivations of the people/person with whom you’re negotiating. They’ll have emotional, cultural and practical needs that you should consider and satisfy, as necessary.

• Be prepared to Walk Away

Remain objective and as unemotional as appropriate. Know the point below which you should not go or line you must not cross, but do modify this if new compelling facts emerge along the way.

• Seek a Win-Win result

If you’re dealing with someone more than just one time, be sure they can view the end result in some meaningful, positive light. You can extract more from the deal if you truly will never be interacting with this person again (perhaps, much like buying from a car salesman?).

• Never, ever Name Your Price

Keep talking and have the other guy offer his/her price first. Even then, talk some more and then push them harder. Only confirm a price when you truly must or good manners demand.

Western cultures are not set up for us to negotiate absolutely everything. But where it really matters, do your homework and get the critical results you value. Be sure you neitherunder nor overestimate the strength of your position; remain realistic.

Just remember, if you’re not negotiating on a critical issue, your counterpart likely is. Sadly, it’s doubtful they’ll always have your best interests in mind.

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