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How To Become A Natural Leader
Six Lessons For Leaders
Stuart Atkins, Ph.D. and Allan Katcher, Ph.D.
Notwithstanding the many models of leadership
training, the fundamental purpose of any organiza-
tions leadership development program is to increase
managers ability to infuence others in order to
achieve shared goals. The intention is not really to
develop leaders so much as it is to develop more
infuential managers.
No organization could withstand the efect of many
leaders, each with his or her own vision. The question,
then, is this: given a shared vision, how can we have
managers lead (infuence) their people to meet orga-
nizational goals?
Our approach to leadership starts with the idea that
there is no single, best way to lead. Instead, there are
four best ways to lead and each one of us has a natu-
ral leadership style that consists of a unique mix of
these four ways to lead.
To develop this natural approach to leadership, there
are two basic goals for managers:
Understand and develop their natural leadership
style.
Increase their versatility in infuencing others.
Our consulting experience in the United States and
in multinational companies has convinced us of the
value of training people to exercise these two essen-
tials of organizational leadership. In more than 23
countries, we studied how people used their own
individual styles, strengths, and communication pat-
terns to infuence others.
The Six Lessons of Leadership emerged from these
experiences. We found that when people put these les-
sons to work, they change their behavior in ways that
matter to themselves as well as their organizations.
Lesson 1
Appreciate Who You Are
Before managers can make the most of their leader-
ship role, they need to better understand who they
areto appreciate what they contribute to their work
and relationships. They also need to understand and
appreciate the special strengths and needs of each
person they work with.
All of us are still striving to prove ourselves, and, in some
measure, continuously seeking confrmation of our own
competencies and value. Whatever we do, despite the
satisfactions we gain from these activities, we want to be
continued
Dr. Stuart Atkins is the originator
of LIFO Training and author of
The Name of Your Game and
Life in the Stress Lane. He has
taught at UCLA, USC, Caltech,
AMA, and the NTL Institute for
Applied Behavioral Science.
Dr. Katcher has been a consultant
to many Fortune 500 companies,
and has lectured and conducted
seminars in more than twenty
countries. He has a doctorate in
psychology from the University
of California, Berkeley and he
has taught at the Brooklyn
College, the California Institute
of Technology, UCLA and the
University of Washington.
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2011 The Schutz Company. All rights reserved. LIFO is a registered trademark of Business Consultants, Inc.
303 South Broadway Suite 107 Tarrytown NY 10591
article
How To Become A Natural Leader
OK in our own eyes and the eyes of others. It is exhilarat-
ing to get recognition for the value of our strengths and
then to exercise them. This makes our strengths more
readily available for use in any circumstance.
For this reason, the frst lesson in leadership is to build
confdence in, and appreciation of, each individuals
unique strengths. This holds equally true for the man-
ager as well as the people he or she manages.
No matter how successful we are, no matter what level
in the organization weve attained, we need to confrm
what is right about ourselvesnot what is wrong. The
frst builds confdence, the second causes self-doubt.
Research further demonstrates that those who are
self-confdent are more readily seen as leaders, while
those who experience self-doubt are less efective at
infuencing others.
Confrming others strengths does not mean old-fash-
ioned fattery, buttering up or kissing up. It means
expressing genuine appreciation for a persons strengths,
perspectives, skills, and other special qualities.
If managers, teams, and individuals receive periodic
confrmation, they are more ready to learn and to
improve their performance. We need to appreciate
them before trying to fx them.
Lesson 2
Make the Most of Your Strengths
Knowing what works best for us as individuals, it is
then important to identify situations in which we
can use the strengths of our own natural leadership
style most efectively. We need to fnd the best pos-
sible ft between how we like to infuence others and
the requirements of the situation. One strategy is to
change our approach; but we can also shape our
situation and the nature of our work to match more
closely how we are naturally most efective.
If one is a thoughtful, careful and deliberate person,
volunteering for a startup situation full of pitfalls with
a short time schedule would hardly be the formula
for success. Preparing a sound strategic plan with all
the details carefully researched and identifed would
capitalize on ones strengths.
We have all heard of businesses that get into trouble
by overlooking their core strengths and acquiring
companies that require a whole diferent set of capa-
bilities. Leaders have to be careful to optimize what
they know and do well. They have to know their limita-
tions. Not every opportunity is a blessing.
Lesson 3
Do Less and Accomplish More
Leadership behavior exists on a continuum from too
little to too much. Efective leaders display just the
right amount of the appropriate behavior for maxi-
mum positive infuence on others.
To do this requires understanding the impact of ones
excesses as a leader. Leaders need to identify the
specifc ways in which they are likely to overuse the
strengths of their leadership style and understand the
impact these excessive behaviors have on others.
For example, when one is providing explanations it is
sometimes tempting to provide too much detail, fail-
ing to take into account the listeners knowledge, skill
level, or patience. As a result, the listener tunes out and
may even fail to attend to vital information.
Leaders have to be careful to
optimize what they know and do
well. They have to know
their limitations. Not every
opportunity is a blessing.
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2011 The Schutz Company. All rights reserved. LIFO is a registered trademark of Business Consultants, Inc.
303 South Broadway Suite 107 Tarrytown NY 10591
article
How To Become A Natural Leader
It is important to be aware of ones impacteither
by monitoring it, requesting feedback, or contracting
with a colleague to signal when it would be helpful
to moderate ones behavior.
The information in Table 1 can serve as a useful guide
for this process. When one begins to shift from strength
to excess, one can take corrective action to stay in the
productive range of the strength, thereby avoiding
the excess, which is likely to waste time and energy as
well as alienate others.
One CEO that we know of designates a trusted man-
ager to serve as an ofcial guide when he makes
presentations to large groups. That person asks ques-
tions to remind him to change pace, clarify issues, add
additional material, or to speed things up. In team
training, members can contract with one another to
provide helpful feedback when their behavior needs
to be moderated.
Lesson 4
Supplement Your Natural Style
Efective leaders know their limits and have learned to
identify people who can supplement their leadership
style. The very direct and blunt person may fnd a more
diplomatic and tactful aide to make presentations or
to provide information about others so he can know in
advance what would make for favorable acceptance. A
leader who is quick to act may work with someone who
attends to details, takes care of administrative require-
ments, and monitors events. A supportive and consid-
erate leader may supplement his or her approach by
working with someone who is frm and can set limits to
back the leader up.
In short, it is important for a leader to work with others
who can complement his or her strengths. This makes
use of the leadership skills of othersencouraging a
positive team spirit.
We often tend to hire others in our own self-image.
This works against the possibilities of supplementing,
since it overloads the team or organization with some
styles and can cause defcits in ones that are diferent
but still needed.
If managers, teams, and individuals
receive periodic confrmation, they
are more ready to learn and to
improve their performance.
Strength Excess
Quick Impulsive
Directing Domineering
Confdent Arrogant
Steadfast Stubborn
Reserved Withdrawn
Systematic Complicated
Enthusiastic Agitated
Tactful Placating
Experimental Aimless
Idealistic Impractical
Thoughtful Self-Denying
Responsive Overcommitted
Table 1: Strengths and Excesses
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2011 The Schutz Company. All rights reserved. LIFO is a registered trademark of Business Consultants, Inc.
303 South Broadway Suite 107 Tarrytown NY 10591
article
How To Become A Natural Leader
Lesson 5
Fill in Your Blind Spots
Leaders can learn to round out their leadership styles by
deliberately practicing behaviors that they tend to avoid
or overlook, and by asking new questions that reduce
their blind spots. This takes dedication and disciplined
efort. For leaders who are not inclined towards careful
analysis, programs that provide systematic methods of
analyzing and solving problems could be helpful. For
those who are less aware of their impact on others,
interpersonal skills training can sharpened their abil-
ity to respond empathetically and develop their skills
at focusing their communications on the needs and
interests of others. For leaders who are highly assertive
and directing, specialized coaching can help them learn
how to provide assistance and guidance that encour-
ages the development of their direct reports.
In short, it is important for a leader to work with others
who can complement his or her strengths.
In Japan, assertiveness training, including such experi-
ences as having managers stand on sidewalks and give
talks to passersby, increase confdence, the willingness
to take charge and to express ones views. Such train-
ing may not make one an expert, but it can raise ones
comfort level with unfamiliar approaches and diminish
the danger of ignoring or avoiding certain behaviors
that may be required.
It is a known fact that American managers seriously
under-use positive feedback. Studies have shown that
the ratio of critical to complimentary remarks made
by American managers is about 17:1! Setting goals for
providing positive feedback, practicing feedback skills,
and monitoring ones behavior against those goals can
enhance favorable behavior and heighten morale.
In a similar way, skills can be extended in all leader-
ship areas.
Lesson 6
Bridge the Communication Gap
More than 30 years of consultation with leaders around
the world have proven that the best way to infuence
followers is to infuence them in whatever way they pre-
fer to be infuenced.
Each of us has a preferred way of sending and receiving
information, which in turn leads to a series of key ques-
tions that we use to evaluate the communications that
we receive.
To get agreement and action with minimum resistance,
leaders need to answer these key questions whether
they are asked out loud or not. Table 2 organizes these
questions into four basic categories, representing the
four basic communication patterns that we all use to
one extent or another.
The frst step in bridging the communication gap is
therefore to recognize ones followers most preferred
patterns of communicating. One can learn to do so
through careful observation of what they do, say,
ask, and write. A leader can then translate directions,
instructions, or guidance into a form that appeals to
their values and answers their questions.
For example, if someone is tactful, fexible, and sensi-
tive to others reactions, an efective leadership strat-
egy would be to use a personable, light touch and
to spend some time socializing before asking for a
In short, it is important for a
leader to work with others who can
complement his or her strengths.
This makes use of the leadership
skills of othersencouraging a
positive team spirit.
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2011 The Schutz Company. All rights reserved. LIFO is a registered trademark of Business Consultants, Inc.
303 South Broadway Suite 107 Tarrytown NY 10591
article
How To Become A Natural Leader
commitment. One would want to answer questions
such as, Will it gain acceptance? and What are other
peoples opinions?
On the other hand, if a follower demonstrates drive,
initiative, and competitive spirit, it would be most
efective to point out the challenges and indicate the
extent to which the person will be in charge. It would
be important to answer questions such as, Whats the
bottom line? and What are the opportunities?
The Golden Rule is an important moral precept.
Unfortunately, the advice Do unto others as you
would have others do unto you is not a very efective
leadership strategy. The problem is that not everyone
wants to be treated the same way!
We therefore recommend what we like to call The
New Golden Rule: Do unto others as they want to be
done unto.
Leadership Can Be Learned
Perhaps there is some truth to the old saw, Great
leaders are born, not made. However there is plenty
of hope for the rest of us. Much of what makes for
efective leadership can be learned. The Six Lessons
for Leaders provide a framework and a set of power-
ful strategies that anyone can use to increase his or
her infuence.
Managers who rise to leadership positions learn these
lessons one way or anotheror they dont remain
leaders for very long. Some learn through trial and
error, some from mentors, some from outside read-
ing and study, and some from our LIFO Training for
Leaders program.
The Golden Rule is an important moral
precept. Unfortunately, it is not a very
efective leadership strategy.
The New Golden Rule:
Do unto others as they want to
be done unto.
Table 2: Key Questions People Want Answered
Supporting Questions
Is it fair?
Will it beneft all?
Is it the best?
Can I help?
Conserving Questions
How does it work?
Who does what?
What are the trade-ofs?
Can we sample?
Controlling Questions
Who is in control?
Whats next?
What are the opportunities?
Whats the bottom line?
Adapting Questions
What are peoples opinions?
Is it disruptive?
Can it be changed?
Will it gain acceptance?
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2011 The Schutz Company. All rights reserved. LIFO is a registered trademark of Business Consultants, Inc.
303 South Broadway Suite 107 Tarrytown NY 10591
article
How To Become A Natural Leader
In every case, successful leaders make a commitment
to constantly evaluating their leadership, checking the
impact of their behavior against what they hope to
achieve, broadening the repertoire of their behaviors,
and fne-tuning their styles. They actively manage their
approach to leadership. Good leaders are constantly in
a remaking process.
Easy Ways to Get Started
You can bring The Six Lessons for Leaders to your orga-
nization four ways.
Train-the-Trainer Seminars
For trainers who prefer interacting with other trainers
in person, we ofer a three-day, live, train-the-trainer
seminar regularly throughout the United States.
Self-Study with Coaching
At your own time and place, you can complete the
train-the trainer material, followed by a telephonic
conference with a master trainer.
Telephonic Seminar
Facilitated by one of our Master Trainers. You dont
have to leave your ofce! You are linked with other
trainers telephonically.
Our Master Trainers On-site
Our Master Trainers can come to your site to train your
training staf or directly deliver the program to your
organizations people.
Contact Us
To bring LIFO Training into your organization, contact
us at 800 250 5357 or PoweredByLIFO.com.