The Seven Pillars of Leadership

Knowledge Some knowledge is too valuable to share. Be very careful what you say and who you say it to or that knowledge could be used to make your life difficult. For example, don’t have too many meetings and try to restrict them to a selected and trusted few. As for the rest of the team, play hard to get. Wait for them to ask for meetings. 
Recognition There’s nothing worse than someone getting credit for what you've achieved. If the team fails, you fail together, but when the team succeeds it’s all down to the leader. For example, when a project is completed successfully, make sure you are publicly recognised for your outstanding contributions. If others claim your achievements you can’t put them on your CV.
Feedback is the breakfast of champions! If you don’t get out of your office occasionally and speak to your subordinates they’ll never benefit from your hard-earned wisdom. Sometimes they might not appreciate your observations but leadership isn't a popularity contest. Remember, as a leader, you are probably right and if they don’t like it they know what to do. You don’t run a charity. If the clever among them have the grace to listen to what you say, they will be enlightened about the ineffective behaviours lurking in their blind areas
Accountability The buck for cock-ups has to stop somewhere. Too many people get away with being incompetent for too long. It has to stop. When something goes wrong, find out who messed up and hold them accountable. Let everyone know who let the team down and make sure you learn whatever lessons you can from the episode. Otherwise you’re doomed to repeat the same mistake.
Coaching Give people the answer when they come to you with a question. If you keep asking them what they think you'll annoy them and they'll think you haven't got a clue. It's the leader’s job to develop his or her people and if you withhold the answer you'll have missed a great opportunity to earn their respect for your ideas. 
Well-being It is very easy to ignore your subordinates and go into your office. Don’t be tempted to be lured into any employee engagement crap; you’ll only give them the chance to get on your case before you've even switched your computer on. You need the space and time to take the big decisions ahead and you’ll be in no mind to do that if you allow yourself to get distracted by office trivia. Respect your space and they’ll respect it too. 
Show the way Behave as you'd like your subordinates to behave. If you are hard working and dedicated to your career advancement you set the bar high and your subordinates will follow your example. You won’t achieve that if you leave the office before any of them. Let them see you rubbing shoulders with the top people in your organisation. Be a charismatic, inspiring speaker, leading your people through thick and thin. They are the sheep and you are their shepherd.

all about me

I am a results and deadline-driven leader, to the exclusion of everything else. I'm absolutely clear about what I want, always. You'll never hear me say 'What do you think?’ My performance is measured on quantity not quality so my management is by numbers with deadlines and ultimatums the tools of my trade. 

It’s my unique insight that the average person dislikes work and will avoid it if s/he can.  They prefer to be directed; to avoid responsibility; are relatively unambitious, and want security above all else. Still, I work my arse off to develop people through continuous improvement by enabling, empowering and giving responsibility, but I ultimately carry the can if anything goes wrong so I keep a vice-like grip over everything that happens.  I'm a popular leader, always willing to bring biscuits to meetings, but when push comes to shove I would rather be feared than respected.

I'll be sharing more pearls of wisdom with you on this blog and you can also follow my video advice and stories on You Tube.