My earliest misstep as a first-time manager was, regrettably, thinking that being a leader meant everyone else was a follower. After being quickly humbled all those years ago, it didn’t take long to understand that the best leaders help build other great leaders.
There are various types of leaders, regardless of the industry. Newer managers tend to believe their own skills and constant direction will drive success and make them shine. Seasoned leaders take a humble path and listen more to others, so everyone shines. Choosing the road that results in the growth and success of everyone is consistently the style of leadership that makes managers shine.
Every organization wants great leaders. Yet too often, leadership is confused with authority, title, or seniority. If you’ve been in the workforce for any length of time, you already know that leadership has little to do with someone’s title and everything to do with the influence they earn.
The best leaders don’t simply manage people — they inspire and help teams accomplish more than anyone thought possible.
There’s a litany of traditional traits that we see in great leaders and managers. When hiring, we look for integrity, trustworthiness, accountability, emotional intelligence, humility, resilience, and a score of others. However, the best always possess qualities that aren’t always on someone’s list.
Do You….
• Make others feel valued?
• Remain calm while others panic?
• Admit mistakes quickly?
• Give credit away and accept responsibility?
• Try to hire people smarter than yourself?
• Focus on solutions over blame?
• Communicate honestly?
• Build culture over task management?
• Think years over quarters?
• Have high standards with compassion?
• Develop successors rather than create dependence?
• Welcome opposing viewpoints?
Ask people what they see in the best leaders, and “integrity and trust” top the list. Trust is foundational to every successful organization. It’s built not just through words but through actions. Leadership should build cultures that make employees feel secure and respected. If trust is lost, it’s twice as difficult to rebuild.
Humility
Here’s a quality that truly separates average from great. It may seem counterintuitive, but confidence and humility are not opposites. In fact, they complement each other. Strong leaders recognize they don’t have all the answers. They encourage input, conversation, and give credit to others.
It’s quite self-serving to surround yourself with people who always agree with you. Instead, focus on building teams that challenge assumptions and suggest fresh concepts and ideas.
Consistent Communication
Communicating consistently with clarity and transparency is a sign of exceptional leadership. Great leaders listen as much, if not more, than they speak. You must provide clear expectations, timely feedback, and honest conversations.
Even when discussions are uncomfortable. At times, communication becomes even more important because people will usually fill in any gaps with assumptions.
Courage
A hallmark of leadership involves courage. We all sometimes postpone difficult decisions, but that never makes them any easier. Whether it’s poor performance, investing in new opportunities, or navigating change.
Great leaders are decisive yet remain compassionate. Avoiding difficult conversations only creates a larger issue later.
Empathy
The most forgotten or overlooked leadership characteristic perhaps is empathy. Employees are not simply workers — they are people first. Like you, they balance careers, families, health issues, and personal challenges. They have rent or mortgages just like you. They deal with debt and pay bills just like you.
To be a great leader, you must genuinely care about your team to build loyalty, engagement, and low turnover. Empathy doesn’t mean you must lower your standards. It means you understand people well enough to help them succeed.
Learning
Lifelong learning is a goal for the best leaders. They recognize that industries change, technology evolves, and yesterday’s solutions may not solve tomorrow’s problems. They read, ask questions, seek mentors, and remain curious.
Their willingness to grow encourages everyone around them to do the same.
The Next Generation
Developing other leaders is likely the most important of all characteristics. The ultimate measure of success isn’t how indispensable we are but how many capable people we help prepare for the future. Coach instead of control. Empower instead of micromanage. Celebrate the accomplishments of others rather than spotlighting yourself.
Leadership is about serving others, earning trust, making difficult decisions, and creating an environment where people can do their best work. When you produce great leaders, you’ll not only achieve stronger financial results, but you’ll also build a culture that attracts more talent and inspires innovation. Your success and legacy are not defined by the success you achieved but by the success you enabled in others.
So, consider your own style of management and compare it to these “Five Cs of Exceptional Leadership.”
• Character: Integrity, honesty, humility, ethics, accountability
• Concept: Strategic thinking, innovation, adaptability, long-term focus
• Competence: Knowledge, judgment, decision-making, execution
• Communication: Listening, clarity, inspiration, transparency
• Connection: Trust, empathy, coaching, collaboration
One thing I have always tried to keep in mind is that people don’t leave bad jobs. They leave bad managers.
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Bob Lawrence writes weekly columns on radio leadership and business. He most recently served as market manager for MacDonald Broadcasting in Saginaw, Michigan. Throughout his career, Bob has held virtually every position in the business over his 40+ year career, from being on-air in Philadelphia, San Diego, and San Francisco to programming legendary stations including KHTR St. Louis, KITS Hot Hits and KIOI (K101) San Francisco to serving as the head of all programming for Saga Communications and working for the Radio Advertising Bureau. Before landing his current role, Bob helped lead Seven Mountains Media’s cluster in Parkersburg, WV/Marietta, OH. He can be reached by email at BGLawrence@me.com.
Bob also honed his research skills over ten years as Senior VP of Operations at Broadcast Architecture, eventually launching his own research company and serving as President/CEO of Pinnacle Media Worldwide for 15 years. Bob spent five years as VP of Programming for Saga Communications before joining New South Radio in Jackson, Mississippi as GM/Market Manager. Prior to joining Seven Mountains Media, Bob served as General Manager for the Radio Advertising Bureau, overseeing its “National Radio Talent System”.