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Transcript of Leadership
Leading by Acting on the Possibilities
Leaders see what's possible, can describe the possibilities, and and pursue them. It all starts with an individual choice to begin a process of change. This session will explore leadership styles and provide insights into recognizing personal leadership strengths and how to use them to promote your business or take a stand on an issue, or make needed changes.
Leaders are “agents of change”, and if change is to occur at all it must begin somewhere and within someone. The role of leadership is to envision a better future and become the change agent that makes this future possible. This is true of a business, a community or our personal life. But it all starts with an individual choice to begin a process of change. It has been said that we must become the change we wish to see.
Brainstorm with group- what is leadership?
Dessler (2004) defined leadership as “one person influencing another to willingly
work toward a predetermined objective” (p. 503).
Coulter (2002) defined strategic leadership as “an individual’s ability to anticipate,
envision, maintain flexibility, think strategically, and work with others in the
organization to initiate changes that will create a viable and valuable future for
the organization” (p. 20).
Small groups (depending on number in attendance- brainstorm the
characteristics of leaders list on easel paper)
Bisoux (2002) reiterates Posner in stating, “you can’t be an effective manager these days without being an effective leader. There’s too much complexity, too much turbulence to simply ‘manage’” (p. 31).
Traits are defined by Dessler (2004) as “the unchanging characteristics of a person that predisposes someone in a particular way” (p. 256).
•Collaborate – partner. Issues are too large to try to go it alone. Partner with parents and other agencies. Pay attention to professional jealousy—really destructive
•Build relationships, alliances – network, often called Clan skills. Able to build relationships to manage external relationships.•Build connections - a personal connection. Leave your comfort zone if necessary. Build one person at a time. Listening is fundamental. People need to be heard and their opinion valued. The most influential are often the best listeners.
•Ambition & energy – to get the job done, follow-through, being dependable so people can count on you and see your energy. It is contagious.
•The desire to lead – Must want to lead others, or a negative attitude , lack of enthusiasm will be conveyed.•Honesty and integrity – be trustworthy, not tell secrets or talk about others behind backs, illusions don’t cut it. People are smarter than that.
•Self-confidence - A leader must be confident in himself, or herself, before others can have a level of confidence in him. •Intelligence – gotta be smart and exude that you can think through thigs. This helps with respect as well!•Job-relevant knowledge - knowledge about the organization as well as about the role. (Robbins, 2003, Shapiro, 1999)
Dessler (2004) identified the Big 5 Traits, which he deemed as the foundations to
personality. In order for a person to be a true, effective leader, he should have
some level of extraversion, emotional stability, agreeableness, conscientiousness
and must be open to experiences (p. 257).
Cattell’s Leadership Potential equation is used to determine the traits that
characterize an effective leader. Cattell’s Potential equation includes emotional
stability, they must by psychologically mature and be capable of dealing with a
plethora of situations; dominance, they must be competitive and assertive when
dealing with others; enthusiasm, they must be active, expressive, and energetic,
optimistic and open to change; conscientiousness, they must possess a sense of
duty; social boldness, they are usually spontaneous risk-takers and tough-
skinned; tough-mindedness, they tend to be practical, logical and to-the-point
and are comfortable with criticism; self-assurance, possessing self-confidence
and resiliency; and compulsiveness, typically, they are controlled and precise in
their social interactions (n.p.).
Training versus Mentoring
Studies have shown that career success, work satisfaction, and resiliency to
stress are enhanced by a mentoring relationship (Whetton & Cameron (2002).
Furthermore, they describe a mentoring relationship as one in which “individuals
need someone else in the organization that can provide a role model, from whom
they can learn, and from whom they can receive attention and reinforcement of
self-worth, especially under certain, crucial, and stressful situations” (p. 135).
Therefore, a mentor is more than an on-the-job trainer.
Another job of a mentor is listening. Shapiro (1999) states “we must temporarily
suspend our judgments, and allow ourselves to be fully present for the other
person” (p. 11). Shapiro (1999) continues with “Listening is the key that opens
the door to human motivation” (p. 12), hence, a mentor is a motivator.
Whereas a mentor focuses on the relationship,
A Trainer’s primary focus is the product, process, and procedures defined within
the scope of the organization. A trainer should also be somewhat more
knowledgable than those he/she is teaching. In this respect, the trainer is viewed
as a leader, or a teacher sharing their knowledge with the less familiar
coworkers.
Many people feel that if they share their knowledge, they will not retain their
power as a superior, their, or their title as the residing expert on a certain
subject. These types of people do not consider the possibilities that they may be
replaced at one point or another. They do not consider that their lack of
information sharing is ultimately detrimental to the accomplishment of the long
term organizational goals. The oxymoron with this situation is that true leaders
share their knowledge and experiences because they possess the true traits of a
leader and they want to help others succeed, as well as trying to help the
organization succeed in its visions and goals for future endeavors.
Identifying a potential leader
The most gifted athletes rarely make good coaches. The best violinist will not necessarily make the best conductor. Nor will the best teacher necessarily make the child care center director.
So it's critical to distinguish between the skill of performance and the skill of leading the performance, two entirely different skills.
It's also important to determine whether a person is capable of learning leadership. The natural leader will stand out. The trick is identifying those who are capable of learning leadership over time.
Here are several traits to help identify whether someone is capable of learning to lead.
Cut into strips for small groups to use. Study, discuss and reflect upon. Do they agree or disagree? Can you share examples? As a group share insights you found (15 min)
Leadership in the past. The best predictor of the future is the past. When I was in business, I took note of any worker who told me he was
superintendent of a school or a deacon in his church or a Boy Scout leader. If he showed leadership outside of the job, I wanted to find out if he had some leadership potential on the job.
The capacity to create or catch vision. When I talk to people about the future, I want their eyes to light up. I want them to ask the right questions about what I'm talking about.
The founder of Jefferson Standard built a successful insurance company from scratch. He assembled some of the greatest insurance people by simply asking, "Why don't you come and help me build something great?"
A person who doesn't feel the thrill of challenge is not a potential leader. A constructive spirit of discontent. Some people would call this criticism,
but there's a big difference in being constructively discontent and being critical. If somebody says, "There's got to be a better way to do this," I see if there's leadership potential by asking, "Have you ever thought about what that better way might be?" If he says no, he is being critical, not constructive. But if he says yes, he's challenged by a constructive spirit of discontent. That's the unscratchable itch. It is always in the leader.
People locked in the status quo are not leaders. I ask of a potential leader, Does this person believe there is always a better way to do something?
Practical ideas. Highly original people are often not good leaders because they are unable to judge their output; they need somebody else to say, "This will work" or "This won't."
Brainstorming is not a particularly helpful practice in leadership, because ideas need to stay practical. Not everybody with practical ideas is a leader, of course, but leaders seem to be able to identify which ideas are practical and which aren't.
A willingness to take responsibility. One night at the end of the second shift, I walked out of the plant and passed the porter. As head of operations, I had started my day at the beginning of the first shift. The porter said, "Mr. Smith, I sure wish I had your pay, but I don't want your worry." He equated responsibility and worry. He wanted to be able to drop his responsibility when he walked out the door and not carry it home. That's understandable, but it's not a trait in potential leaders. I thought about the porter's comment driving home. If the vice-president and the porter were paid the same money, I'd still want to be vice-president. Carrying responsibility doesn't intimidate me, because the joy of accomplishment-the vicarious feeling of contributing to other people-is what leadership is all about.
A completion factor. I might test somebody's commitment by putting him or her on a task force. I'd find a problem that needs solving and assemble a group of people whose normal responsibilities don't include tackling that problem. The person who grabs hold of the problem and won't let go, like a dog with a bone, has leadership potential. This quality is critical in leaders, for there will be times when nothing but one's iron will says, "Keep going." Dale Carnegie used to say, "I know men in the ranks who will not stay in the ranks. Why? Because they have the ability to get things
done." In the military, it is called "completed staff work." With potential leaders, when the work comes in, it's complete. The half-cooked meal isn't good enough.
Mental toughness. No one can lead without being criticized or without facing discouragement. A potential leader needs a mental toughness. I don't want a mean leader; I want a tough-minded leader who sees things as they are and will pay the price. Leadership creates a certain separation from one's peers. The separation comes from carrying responsibility that only you can carry. Years ago, I spoke to a group of presidents in Columbus, Ohio, about loneliness in leadership. One participant, president of an architectural firm, came up afterward and said, "You've solved my problem." "What's your problem?" I asked. "My organization's always confused," he said, "and I didn't know why. It's because I don't like to be lonely; I've got to talk about my ideas to the rest of the company. But they never know which ones will work, so everybody who likes my idea jumps to work on it. Those who don't, work against it. Employees are going backward and forward-when the idea may not even come about at all." Fearing loneliness, this president was not able to keep his ideas to himself until they were better formulated. A leader must be able to keep his or her own counsel until the proper time.
Peer respect. Peer respect doesn't reveal ability, but it can show character and personality. Trammell Crow, one of the world's most successful real estate brokers, said that he looks for people whose associates want them to succeed. He said, "It's tough enough to succeed when everybody wants you to succeed. People who don't want you to succeed are like weights in your running shoes." Maxey Jarmen used to say, "It isn't important that people like you. It's important that they respect you. They may like you but not follow you. If they respect you, they'll follow you, even if perhaps they don't like you."
Family respect. I also look at the family of a potential leader: Do they respect him or her? Fifteen years ago, my daughter said, "Dad, one thing I appreciate is that after you speak and I walk up, you are always attentive to me. You seem proud of me." That meant a lot to me. If respect isn't there, that's also visible. The family's feelings toward someone reveal much about his or her potential to lead.
A quality that makes people listen to them. Potential leaders have a "holding court" quality about them. When they speak, people listen. Other people may talk a great deal, but nobody listens to them. They're making a speech; they're not giving leadership. I take notice of people to whom others listen.
It's not enough for people to have leadership potential; they must have character and the right setting in which to grow. Before I give someone significant leadership responsibilities, I find it helpful to ask myself several questions:
What will this person do to be liked? It's nice to be liked, but as a leader it cannot be the controlling factor. The cause must be the prime motivator.
Does this person have a destructive weakness? There are only two things I need to know about myself: my constructive strength and any destructive weakness. A destructive weakness may not show up on a test; it's a character flaw. A destructive weakness may, for example, be an obsession. An obsession controls us; we don't control it. It only grows worse over time.
Can I provide this person the environment to succeed? It is so important, particularly in the early days of someone's leadership, that he or she be put into a congenial environment. I wouldn't want, for example, to put someone who requires mentoring with a leader who pays no attention to people. An environment that threatens our sense of security or well-being splits our concentration from the cause. Young leaders need an environment in which they can concentrate on leading.
(Fred Smith, LEADERSHIP JOURNAL; Fall 1996, Vol. XVII, No. 4, Page 30)
Let’s look at a diagram called the Possibilities Triangle.
The possibilities triangle includes the following:
Seeing what’s possible
Describing what’s possible
Pursuing what’s possible
Seeing
Describing
Pursuing
Leaders start by focusing on current reality. New (leader) appointees often spend up to six months visiting other like facilities and meeting with employees at all levels. They probe, observe, and evaluate what people say, and how people think and behave. What’s being accomplished? What’s not getting done?
However, leaders aren’t satisfied with the status quo. They believe most people
and organizations are underperforming and capable of achieving and redefining
their potential as new challenges are presented.” A colleague states, “Leaders
have bigger ideas and loftier goals in mind. They see opportunity while others
only see—business as usual!”
Aside: The major message in Tom Peters’ new book, Re- imagine is just the point
I’m making—discover what’s possible. I encourage you to take this concept a
step further by challenging yourself to see new possibilities everyday.
Story – The Art of Possibility. pp.106 the Wall – Imagining possibilities is creative
leadership—not dictatorial leadership, involving leadership. Passionate
leadership
Roadblocks
Non-leaders, bystanders stay focused on the status quo and obstacles that
prohibit change. Their attitudes and assumptions paralyze them from exploring
and uncovering new opportunities and possibilities. They often operate with one
or more of the following mind-sets.
Stereotypes—“He’s a bean counter. He could never be in this
business.” “She’s only a secretary. She could never be a team
leader.”
Theory X Assumptions—“Most people are lazy, irresponsible and
don’t want to work.” “He’s incapable of directing his own behavior.”
Negative/Pessimistic—“We’ll never solve that problem.”
When people hold these assumptions, beliefs, and attitudes they aren’t able to
see the potential in people and organizations. They have no vision of what can
be. Instead:
(Zander)
- Speak about possibility!
- Recognize the downward spiral and enroll people in the journey to radiating the
possibility
- Lead by making other more powerful (orchestra conductor does not make a
sound)
- Enroll every voice in the vision
- Look at people- are they engaged—do they have shining eyes? (Ben & Roz
Zander)
- Quiet the voice in the head that says “I can’t do it”
- Remember rule #6 – don’t take yourself so seriously
How do leaders discover what’s possible? It starts with a fundamental belief in
people: in their capacity to create new ideas, experiment, learn, adapt, grow,
work as a unified team, and their will to create a better future.
Some of the actions you can take to SEE what’s possible include:
Study The Best—Every chance you get observe the best—the top tennis
player, the most efficiently run zoo, the company that annually receives
outstanding customer service awards, etc. There are always new ideas and
lessons to be learned from studying the attitudes and actions of the best
performers.
Change Your Mission—Restate your business purpose or mission. For
example, if I change my business mission from “to make buggy whips” to “to
design and produce unique leather products,” I’m opening my mind to
consider a wide range of leather products such as belts, bags, pants, and
wallets.
Be Curious—Ask Questions. How can we cut cycle time by 50%?” My
favorite questions are “why” and “what if.” “Why do we have that procedure?”
“What if we outsource the HR function?” The right question forces you to truly
evaluate how something is currently being done and how it might be done
differently.
Start With A Clean Sheet Of Paper—Ask the question, “if you were
starting out today how would you set up and operate your business?” What
would you do differently?
Travel—Visit other organizations (centers) like yours. Experiencing a
totally different culture always helps us see new possibilities and
opportunities.
Leave Your Comfort Zone—Tom Russell, author, trainer and publisher
states, “When I think about what’s possible I focus on what makes me
uncomfortable. What lies just outside what I believe is possible. I find new
opportunities and directions just beyond my comfort zone.”
Bottom line—leaders discover new possibilities in terms of both what can be
accomplished and how it can be done.
Describing What’s Possible
Leaders not only see what’s possible, but also describe what’s possible. They
describe what’s possible in a clear, concise, and compelling manner. Leaders
paint the picture of a better future in a way that people can visualize it, feel it, and
connect with it. .
How can you make your message stand out from the crowd? What makes
Madonna stand out? She’s bold and daring. She’s provocative in her style, dress
and delivery. What makes Martin Luther King Jr.’s “I Have a Dream” speech
stand out as one of the best of all time? His message was simple—equal
opportunity for all. However he packaged his message with colorful language, hit
emotional cords and his presence was clearly felt.
Ho-hum messages go by unnoticed. Originality, boldness, daring, passion and
guts grab people’s attention. What you say—the message and how you say it—
as well as the delivery are both critical to getting people’s attention.
Creating the Message
Leaders have to take their ideas regarding what’s possible and organize these
abstract thoughts into a powerful concrete presentation. Sometimes you only
have a few minutes to informally present your ideas; while in other instances it
may mean giving a 40-minute formal speech. They use many of the following
techniques to create their presentation.
The Right Balance—Leaders package their message with the right
balance of realism and optimism. They keep hope alive.
Keep It Simple—Boil things down to the core nitty-gritty. Leaders use
simple stories, examples and illustrations to make their point.
Contrast—They often compare or contrast “what is” versus what “can be.”
Leaders talk about “good-bad,” “right-wrong,” “present-future.” They boil
things down to two options so people have a clear choice of what needs to be
done and why. For example, “Our choice is to embrace risk and uncertainty
as a challenge, or stay in our comfort zone and lose market share.”
Stories—Nothing is more interesting than a good story. When leaders tell
stories, they engage people both emotionally and intellectually. A senior
executive told me, “The best stories are personal. They describe how someone
faced difficulty, struggled, experienced fear and doubt, and eventually found a
way to succeed. Memorable stories are simple but make a powerful point.”
Colorful Language—They paint pictures. “The red BMW convertible…” is
easy to visualize. Former President Reagan once said, “a trillion bucks
amounts to a stack of dough as high as the Empire State Building.”
Business Case—Present one-to-three reasons why change is needed.
Most people want a clear definitive reason why they need to change and
what’s in it for them.
Delivering the message How do leaders deliver their message? They are:
Passionate, Energetic, Animated, Confident, Determined, Purposeful,
Happy
Where do the passion, energy and fun come from? They’re excited about the
possibilities they see. Leaders love to discuss their vision. It’s like an evangelist
who wants to preach his message every chance he gets. In addition, they project
confidence and certainty that they know where they are going and how to get
there
Leaders create a clear, focused, powerful message. Their delivery is animated,
enthusiastic, and purposeful. However, leaders don’t create and deliver a “perfect
speech” on their first try. It’s like writing a book. Making revisions, editing, and
fine-tuning are needed to make it focused and powerful.
Group activity- scenario- see slide
Pursuing What’s Possible
Step one is seeing what’s possible. Step two is describing what’s possible. Step
three is pursuing what’s possible.
Talk is one thing. Execution—taking action is something quite different. “Walking
the talk” means your actions had better match your words. A senior executive
states, “I must set the example. If I don’t take risks and show I’m willing to change how
can I expect my direct reports to change? No one will stretch more than I do.”
In addition to “setting the example”, pursuing what’s possible means helping
people change. As people leave their comfort zone doubts and fears creep in.
Fear of failure can become more pronounced as people move farther out of their
comfort zone. Leaders help people find the courage, knowledge, and skills to
make the needed changes. They provide the following support:
Psychological Support—Help people deal with their doubts and fears.
Build people’s confidence. Affirm their talents and determination to succeed.
Remind people of their previous successes.
Training Support—Help people learn the “how-to-do-it” part of the
equation. Change usually requires new knowledge and skills. Provide the
target audience with the appropriate education and training. Help people use
and apply their new skills.
Cheerleading Support—Provide frequent recognition and rewards for
people’s efforts and accomplishments. Plan and celebrate short-term wins.
Momentum will increase if there are positive results early on.
Feedback Support—The best leaders give frequent and candid
performance feedback. They let people know what they would like to see
"more of," "less of," and what should continue unchanged. Performance
feedback reinforces desired behavior and defines when new behavior is
needed. Without feedback, employees are left to assume their performance is
meeting or exceeding expectations.
It’s easy to get distracted and lose your focus. It’s tempting to give up on your
dream when problems and setbacks occur. However, leaders know the end
result is worth the effort. They help everyone keep their eye on the “prize.”
To what extent are you pursuing the possibilities you see for yourself and others?
To what extent are you implementing your plan to achieve your goals?
Summary
Some people can’t see beyond today. They have no vision. Other people see
new possibilities but have trouble describing them clearly, concisely and
convincingly. Still others see what’s possible, describe it, but never take the first
steps to achieve their vision. To be an effective leader all three actions—seeing
what’s possible, describing what’s possible, and pursuing what’s possible—are
needed to lead and make a difference.
PP. 178 Art of Possibility book
http://www.leadingtoday.org/Assessment – pdf filehttp://www.ainc-inac.gc.ca/pr/pub/selfas_e.pdfhttp://coaching.gc.ca/practices/transforming_your_leadership_e.aspSeven common traps that affect our leadershiphttp://www.nwlink.com/~donclark/leader/survlead.htmlhttp://www.nsba.org/sbot/toolkit/LeadSA.htmlhttp://www.ainc-inac.gc.ca/pr/pub/selfas_e.pdfhttp://leadership.nasa.gov/nasa/lmd/Assessment/Assessments.htm
Self-assessment – rate yourself – handout
Self-AssessmentLeadership Pointers I have done this
and am pretty good at it
I need to work on this
I work well with others to design solutionsI network with others outside of my organization to build external relationshipsI follow-through and am well organizedI want to be a leaderI have confidence in my ability to lead. Others seem to have confidence in meI have skill and training in leadership and managementI am energetic and optimisticI can deal with an array of personalities and do not get discouraged easilyI can see the big pictures and envision how things can fit togetherI know how to deliver constructive critique instead of destructive commentsI believe there is always a better way to do somethingI am willing to take responsibilityI am willing to take a risk to try new ideasWhen I speak, people tend to listenI can describe in words to others what vision I have in mindI know that I am only as powerful as a leader as those who support me in my leadershipI know that humor is important and not to take life so seriously it bogs down the fun in it!I am curious and willing to continue to learnI have a mission statement and purpose in mind for the organizationI can build a persuasive message and deliver itI know how to appropriately recognize others for their contributionsI know how to give feedback to othersI realize that I am only one person and it’s not all about me. It’s about the collective possibilitiesI know that the possibilities are endless.
DeBord, K. (2005). North Carolina Cooperative Extension. North Carolina State University.
Leadership in the past. The best predictor of the future is the past. When I was in business, I took note of any worker who told me he was superintendent of a school or a deacon in his church or a Boy Scout leader. If he showed leadership outside of the job, I wanted to find out if he had some leadership potential on the job.
The capacity to create or catch vision. When I talk to people about the future, I want their eyes to light up. I want them to ask the right questions about what I'm talking about.
The founder of Jefferson Standard built a successful insurance company from scratch. He assembled some of the greatest insurance people by simply asking, "Why don't you come and help me build something great?"
A person who doesn't feel the thrill of challenge is not a potential leader.
A constructive spirit of discontent. Some people would call this criticism, but there's a big difference in being constructively discontent and being critical. If somebody says, "There's got to be a better way to do this," I see if there's leadership potential by asking, "Have you ever thought about what that better way might be?" If he says no, he is being critical, not constructive. But if he says yes, he's challenged by a constructive spirit of discontent. That's the unscratchable itch. It is always in the leader.
People locked in the status quo are not leaders. I ask of a potential leader, Does this person believe there is always a better way to do something?
Practical ideas. Highly original people are often not good leaders because they are unable to judge their output; they need somebody else to say, "This will work" or "This won't."
Brainstorming is not a particularly helpful practice in leadership, because ideas need to stay practical. Not everybody with
practical ideas is a leader, of course, but leaders seem to be able to identify which ideas are practical and which aren't.
A willingness to take responsibility. One night at the end of the second shift, I walked out of the plant and passed the porter. As head of operations, I had started my day at the beginning of the first shift. The porter said, "Mr. Smith, I sure wish I had your pay, but I don't want your worry." He equated responsibility and worry. He wanted to be able to drop his responsibility when he walked out the door and not carry it home. That's understandable, but it's not a trait in potential leaders. I thought about the porter's comment driving home. If the vice-president and the porter were paid the same money, I'd still want to be vice-president. Carrying responsibility doesn't intimidate me, because the joy of accomplishment-the vicarious feeling of contributing to other people-is what leadership is all about.
A completion factor. I might test somebody's commitment by putting him or her on a task force. I'd find a problem that needs solving and assemble a group of people whose normal responsibilities don't include tackling that problem. The person who grabs hold of the problem and won't let go, like a dog with a bone, has leadership potential. This quality is critical in leaders, for there will be times when nothing but one's iron will says, "Keep going." Dale Carnegie used to say, "I know men in the ranks who will not stay in the ranks. Why? Because they have the ability to get things done." In the military, it is called "completed staff work." With potential leaders, when the work comes in, it's complete. The half-cooked meal isn't good enough.
Mental toughness. No one can lead without being criticized or without facing discouragement. A potential leader needs a mental toughness. I don't want a mean leader; I want a tough-minded leader who sees things as they are and will pay the price. Leadership creates a certain separation from one's peers. The separation comes from carrying responsibility that only you can carry. Years ago, I spoke to a group of presidents in Columbus, Ohio, about loneliness in leadership. One participant, president of an architectural firm, came up afterward
and said, "You've solved my problem." "What's your problem?" I asked. "My organization's always confused," he said, "and I didn't know why. It's because I don't like to be lonely; I've got to talk about my ideas to the rest of the company. But they never know which ones will work, so everybody who likes my idea jumps to work on it. Those who don't, work against it. Employees are going backward and forward-when the idea may not even come about at all." Fearing loneliness, this president was not able to keep his ideas to himself until they were better formulated. A leader must be able to keep his or her own counsel until the proper time.
Peer respect. Peer respect doesn't reveal ability, but it can show character and personality. Trammell Crow, one of the world's most successful real estate brokers, said that he looks for people whose associates want them to succeed. He said, "It's tough enough to succeed when everybody wants you to succeed. People who don't want you to succeed are like weights in your running shoes." Maxey Jarmen used to say, "It isn't important that people like you. It's important that they respect you. They may like you but not follow you. If they respect you, they'll follow you, even if perhaps they don't like you."
Family respect. I also look at the family of a potential leader: Do they respect him or her? Fifteen years ago, my daughter said, "Dad, one thing I appreciate is that after you speak and I walk up, you are always attentive to me. You seem proud of me." That meant a lot to me. If respect isn't there, that's also visible. The family's feelings toward someone reveal much about his or her potential to lead.
A quality that makes people listen to them. Potential leaders have a "holding court" quality about them. When they speak, people listen. Other people may talk a great deal, but nobody listens to them. They're making a speech; they're not giving leadership. I take notice of people to whom others listen.