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Thelma French & Associates HR advice & consulting


What makes a good leader?

Is it someone who manages their employees well? Or is it someone who empowers, and inspires them? How do you get the best out of your team? How do you keep them engaged? Being a good leader is not an easy role, and it is something most people in leadership roles aspire to with varying degrees of success.

Many managers are promoted because they were technically great in their current role. Often we see this in sales, where the person is a great sales person and is appointed sales manager. Problems arise however if they have not managed people before and have had little coaching and development themselves. Because the person wants to impress their manager at being given this new responsibility and opportunity to step up in their career, they don’t want to admit their uncertainties, so the spiral begins to the detriment not only of the star sales person, but their new team.

Respect has to be earned and doesn’t come with the title.

People don’t usually leave a bad company, they leave a bad manager.

A good leader inspires their team to achieve goals and overcome challenges.

Communicating the company strategy, the team’s strategy and then the individual’s role in achieving that stategy is very important.

When you think of some of the great leaders of all times, Mahatma Gandhi, Dalai Lama, Nelson Mandela and Martin Luthur King, they inspired such passion in their followers, they brought about change - which changed or continues to change the world as we know it. They didn’t tell their followers what to do, they inspired them to follow them to bring about the change.

Not every leader will be at this level, but there is a difference between ‘managing’ and ‘leading’ people. Leading people brings out the best qualities, productivity and engagement, which in return, impacts a company’s bottom line positively.

For one on one or group coaching, call us today to talk though how your Managers can become Leaders

We needed an expert to handle an issue that was both difficult and delicate. Thelma handled this professionally enabling the staff involved to feel that she was able to help them through the situation. Thelma’s real strength is the ease she can build a rapport with managers enabling them to deal with the hard issues of the day. I have no hesitation in recommending Thelma French.
CEO, SME, Auckland
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