Feedback: Things Leaders Do

Karri Kline: The single most important thing for Leaders to do is "to know thyself." I am the best leader I can be when I know my own motivators and my own communication and decision-making styles. When I am aware of my own inner-workings, I am a better listener, participant, facilitator, manager, and leader. When I know myself, I am at choice about my actions. I am congruent. My walk matches my talk.

Bud Edwards: Find, groom and train his/her replacement.

Susan Luke: Leaders at all levels need to be very aware of the daily role they play in shaping the understanding of strategy and values to guide decision making throughout our organizations.

Marc Fey: Lead with integrity -- "integrated" so that those you lead know who you are, that you are consistent from the inside out.

Brenda Nolan: Lead, not manage.

Sean Slater: Recognize the people who may have put you into that leadership role and have continued to support your vision.

David Vargas: Be aware that they are leading. Sometimes, I get so involved in what I am trying to accomplish that I forget that others are watching and waiting for me to give direction. Don't get me wrong; I am not doing their work. I set aside strategic planning projects that sometimes take weeks, and I lose track of time.

Olu Olanrewaju: Set the tone for your company and walk the talk.

Alfredo Delli Santi: Leaders need to make leaders.

Rene Meldem: Say what you do and do what you say. Create the right environment for people to learn from their mistakes. Listen with you ears, your eyes, and your heart.

Kathy Dechant: Be honest and open with employees.

Marcus Barber: Understand that consolidation can be as important as growth; that downsizing invariably is a lose-lose strategy and an admittance of poor management practices; that strategic planning requires the involvement of staff, suppliers, and customers; and that it is blind faith in self-knowledge that leads to a folly in decision making -- excellent leaders have exceptional foresight, something lacking in most senior managers.

Debbie LaBarba: Listen.

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