Gary Winters

Coach  Workshop Facilitator Author

21 Statements of Highly Effective Leaders


In  my last post, I listed 21 Statements of Highly Ineffective Leaders. By way of contrast (although not a one-for-one comparison) here’s a list of the kinds of things you often hear Highly Effective Leaders say:

21 Statements of Highly Effective Leaders

  1. This is excellent work.
  2. You’re a valuable member of this team.
  3. Help me understand how you reached your conclusion. What are your underlying assumptions?
  4. While I don’t yet agree with your position, I appreciate you offering a different perspective. Good food for thought.
  5. I can see how you feel stuck between the policy and your sense of what the right thing to do is. Where do you think we should go from here?
  6. Do you have the resources you need to complete this project?
  7. Let me do a listening check. It sounds like you’re saying…
  8. That must have taken some courage to tell me. Thanks.
  9. I can’t give you my full attention right now, and that’s not fair to you. Let’s schedule a time that’s good for both of us.
  10. How are things, generally speaking? How are you doing?
  11. I’ve interrupted you. Please continue.
  12. When we add that to your plate, what needs to come off?
  13. Next time, what could you have done differently? What could I do differently?
  14. Do you feel heard?
  15. I’m pretty sure this will feel like an unreasonable request, and I wish I didn’t have to make it. Let’s talk about why I’m asking you to do this.
  16. It’s a pleasure having you as a colleague.
  17. You’ve been putting in a lot of long hours lately. What can we do to restore a sense of life balance?
  18. It’s clear you’ve given this a lot of thought.
  19. That’s a terrific insight. I’m moving my stake.
  20. It feels good knowing I can rely on you.
  21. What’s the lesson we should take from this experience?
  22. What part of this do you think I should be held accountable, and what part do you think belongs to you?
  23. I know you didn’t agree with this decision, and I’m grateful that you gave it your full support after it was made.
  24. What priorities are you struggling with right now, and how can I help?
  25. I’ve got some ideas on how you might proceed, and I want to hear yours as well.

What these comments tend to have in common is:

  • They convey the experience of being heard
  • They demonstrate authentic caring
  • They acknowledge that the leader doesn’t always know everything.
  • They reveal a leader who believes his or her staff is comprised of real people, who are actual grown ups.

What would you add to the list?

“What ELSE Your Boss Never Told You” is the sequel to the very popular “What Your Boss Never Told You.” Packed inside are more tips, techniques, and insights about the challenging, but rewarding leadership position.

“What ELSE Your Boss Never Told You” is written in a conversational tone, as though you and the author were enjoying a cup of coffee and talking about the issues that emerge for new leaders. It stands alone, and/or could be read before or after the first volume, “What Your Boss Never Told You.” You can start with any chapter and read in any order you like.

if you search for a book on management, you’ll find a staggering 600,000+ books currently available. How can you narrow that down? “What Your Boss Never Told You” is the best place to start.

No textbook here – this book is short and sweet. It’s designed to help you “unpack” your new job and be effective from the first day with your new team. It contains twenty-one chapters filled with the wisdom Winters has gathered from real managers – effective, successful leaders in organizations much like yours.

Leaders make decisions every day – big and small. Most know that if they include others in the decision-making process, the quality of those decisions – and the commitment to them – will likely improve. That said, they also know it’s impractical, if not impossible, to include others in every decision they confront.

“To Do or Not To Do” tackles the question of when to make decisions on your own, and when to involve your team. It gives you a deceptively simple but proven method to determine, when you are facing a difficult decision, how to decide how to decide.

Far too many meetings are dreadful, mind-numbing, energy-draining, productivity-sapping, colossal wastes of time. As someone once said, “To kill time, a meeting is the perfect weapon.”

Here’s the deal: if you’re willing to learn and apply the techniques in “So, How Was Your Meeting?”, you’ll call fewer meetings, while vastly improving the ones you do lead. They’ll take less time, have more balanced participation, produce better decisions, and result in concrete action items for follow-up afterwards.

While there are thousands of books written for people about to retire, this may be the only book for people who manage soon-to-retire employees. Written in a casual, conversational style, “Managing the Soon To Retire Employee” will give you everything you need to know to move forward with confidence and grace.

You can be successful with Sooners. It won’t happen by chance, and it’s not a matter of pulling some management “trick” out of your hat. But you can learn how to do it, and you can apply what you’ve learned right away.

Managing friends or former peers can be awkward. When you become the boss, everything about these relationships can suddenly be uncomfortable. There’s a new set of ground rules to establish – as manager, you are going be accountable for the work performance of friends or former co-workers on the team, and they are going to have to adjust to the fact that they now report to you. Everyone involved can feel awkward and hesitant about the future. 

Have you been approached by management with an offer to promote you to supervision? Or, are you mulling over the possibility for the future? Find yourself not sure whether to accept the promotion?

If so, you’ve come to the right place. Help! They Want to Make ME a Supervisor will help you sort out a very big question: Should you accept the offer to become a supervisor? Once you’ve read this book, you’ll be confident that you’ve made the best decision for you and for your organization.