However, the majority of business leaders apply their skills in more routine interactions. These are the situations and challenges that appear daily: when leaders have to balance complex people dynamics and business dynamics, where leaders need to have perspective beyond their task or function, where leaders have to take a risk because there is limited information about the path forward.

These are ‘leadership leverage’ moments: the situations where effective leadership skills will dramatically impact business results and where leaders need to consciously focus on leading effectively.

SEVEN PRACTICES
Leadership is not about personality; it’s about behaviour—an observable set of skills and abilities. And when we first set out to discover what great leaders actually do when they are at their personal best, we can collect hundreds of stories from ordinary people—the experiences they recall when asked to think of a peak leadership experience.

Despite differences in culture, gender, age and other variables, these ‘personal best’ stories reveal similar patterns of behaviour. In fact, when leaders are at their personal best there are seven core practices common to all: (1) define your desired effect, (2) present with power, (3) think proactively, (4) inspire a shared vision, (5) challenge the process, (6) enable other to act and (7) encourage the heart.These seven practices of leadership model continue to prove its effectiveness as a clear, evidence-based path to achieving the extraordinary. It turns the abstract concept of leadership into easyto-grasp practices and behaviours that can be taught and learned by anyone willing to step up and accept the challenge to lead.

DEFINE YOUR DESIRED IMPACT
Are you leading by design or by default? Is there a gap between the impact you’re making and the impact you desire? These are the questions you should ask yourself because while most leaders talk about their ‘impact’, not all have defined what they’d like that impact to be.It isn’t enough to want to be a difference-maker if you don’t know what kind of difference you are trying to make. Don’t settle for ambiguous achievement; strive for a precise performance.
Consider these few questions to define your desired impact: What significant results do I want to achieve? What specific, positive differences would I like to create in my workplace, community and profession? What are the most important problems I hope to solve? What are the greatest opportunities I plan to seize? What do I want my legacy to be?

Leaders establish principles concerning the way people (followers, peers, colleagues and customers alike) should be treated and the way goals should be pursued. They create standards of excellence and then set examples for others to follow. Because the prospect of complex change can overwhelm people and stifle action, they set interim goals so that people can achieve small wins as they work toward larger objectives. They unravel bureaucracy when it impedes action; they put up signposts when people are unsure of where to go or how to get there and they create opportunities for victory.

PRESENT WITH POWER
Your leadership ability will improve directly and immediately, as you become a better speaker. Right or wrong, followers judge a leader’s skill by how well they communicate in front of a group. There are a few simple strategies that create instant improvement in communication skills. Here are two:
Prepare more: You prepare for what you love. It is hard work but well worth it. Nothing will do more to assure your success than thorough preparation and practice. Not only will it make you a better speaker but it will also demonstrate the importance you place on the message and the regard you have for your listeners.

Don’t be a bore: Nobody pays attention to - nor remembers - boring presentations. The goal is to be interesting and engaging. Use stories, statistics and illustrations that add punch to your presentation. Get the audience involved by asking questions and asking for feedback. Make the time you spend speaking entertaining as well as educational.

THINK PROACTIVELY
You must think to succeed. The problem is that the majority of modern leaders’ thinking is reactive: thinking in response to a request, crisis, opportunity or situation. The main reason they don’t get the reflection they deserve is that most leaders are too busy reacting to demands. An effective leader initiates proactive thinking.

Here are some helpful questions for proactive thinking: What have I learned lately? How can I increase accomplishment by decreasing activity? What opportunities am I missing? What activities and processes are wasting my time and resources or of those I lead? What potential problems can be avoided? What are the implications of the changes happening in the world for how we do business?

INSPIRE A SHARED VISION
Leaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organisation can become. Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future.

CHALLENGE THE PROCESS
Leaders search for opportunities to change the status quo. They look for innovative ways to improve the organisation. In doing so, they experiment and take risks. And because leaders know that risk taking involves mistakes and failures, they accept the inevitable disappointments as learning opportunities.

ENABLE OTHERS TO ACT
Leaders foster collaboration and build spirited teams. They actively involve others. Leaders understand that mutual respect is what sustains extraordinary efforts; they strive to create an atmosphere of trust and human dignity. They strengthen others, making each person feel capable and powerful.

ENCOURAGE THE HEART
Accomplishing extraordinary things in organisations is hard work. To keep hope and determination alive, leaders recognize contributions that individuals make. In every winning team, the members need to share in the rewards of their efforts, so leaders celebrate accomplishments. They make people feel like heroes.Ultimate leadership leverage comes from your ability to build strong relationships and get results with and through others. If you focus too much on results and not enough on relationships, both suffer.

The quality of your relationships largely defines the quality of your leadership skills. Additionally, the relationships you develop enrich your experience as a leader. So, invest time in those people you value. Attend to relationships that have diminished due to neglect. Identify those people whose lives you most want to build into and then schedule sufficient time to do so.

To reach these objectives, ask yourself: Are you the kind of leader that colleagues, customers and vendors respect and appreciate? Are you developing future leaders for your organisation? Do you encourage and support as much as you command and control? Are you sacrificing personal relationships at the altar of professional success? Are you the kind of leader you’d like to know and be led by?In the end, leadership leverage comes not by knowing but by doing. Serious reflection coupled with intentional action will keep you on a steady course of improvement.