by M. Dana Baldwin, Senior Consultant

Strategic Planning Expert

What is your leadership style?  It may be very difficult to put such an all-encompassing subject into a few words, but let’s have a go at it.  What are the factors that determine your leadership style? 

One of the first likely will be your vision: Where do you want to take your company?  Are you deeply involved in developing your strategic plan?  Do you encourage others to not just participate in the development of your strategies, but to be pro-active in suggesting different approaches, different strategies, and different perceived opportunities to expand, modify, change or re-direct the aims of the company?  Or do you tend to dominate discussions, forcing others to the same channel you are in, and squashing any different opinions?   

Another is: how do you lead your people to accomplish your mission/vision? Are you one who tries to inspire others to excel?  Do you challenge people to do something different or better than they have been doing?  Do you lead by example rather than by dictate? 

Yet another is: how do you treat your people?  Do you offer real encouragement and appropriate praise when it is due?  Do you give people enough room to make mistakes, learn from them and turn them into successes?  Or do you second-guess them, keeping them in their place so they won’t challenge you? 

How do others perceive your leadership?  Do you take credit for others’ accomplishments, or do you give credit where credit is due?  Will people come to you for advice, or do they fear doing so will leave an impression they are not capable of doing their jobs? 

Certainly there are more and different characteristics we could explore, but the questions above do help us focus on some of the keys to interpersonal relationships, which can build up the performance of your team or can tear it down, depending on how you actually are perceived by your people. 

A good leader will work hard to set a good example.  This could mean you are one who comes in early and leaves late.  You clearly inform your staff about your strategic plan and how their work affects the overall success of that plan. You set a good standard when you encourage people to take ownership of their work, to take pride in what they do, and when you give out meaningful praise in a timely manner which is relevant to the job actually done.  You give credit where credit is due, fully supporting those who make good contributions to the company and team. 

M. Dana Baldwin is a Senior Consultant with Center for Simplified Strategic Planning, Inc. and can be reached at

© Copyright 2011 by Center for Simplified Strategic Planning, Inc., Ann Arbor, MI — Reprint permission granted with full attribution

1 Comment

  1. Ken Hutton


    Good article. The problem is that many in so-called “leadership positions” are not leaders. Moreover, many in those positions are unavailable to translate the wisdom contained in your article into their own corrective actions.

    On another note, I become a part-time employee of Fernley & Fernley next month. Am looking for other association or management project work–consultant, if you will–to supplement what I have as a base with them. Happy to discuss further; PH: (215-564-3484 x2215.

    Trust all is well with your family and you. Great to see UM’s comeback against Notre Dame last week; too bad that Michigan State couldn’t do the same thing.

    Regards, Ken


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