Five unlikely traits found in great leaders Inspired by Dr. Peter Jensen’s book, Igniting the Third Factor

They don't speak English:
Imagery is the single most important communication skill that leaders possess—it's the foundation of all behaviour. Good leaders realize the body does not speak English and will make constant reference to what they would "see" and "hear" in optimum situations. For example, helping someone become a more effective presenter at weekly meetings may work best if the person experiences through imagery what it feels like to stand at the front of the room and answer tough questions, rather than what it looks like.

They micro-manage:
As a leader you wear two hats: one in your role as a coach, and one in your role as a performer. You need to be able to micro-manage yourself in order to develop another person, but in developing the other person you also need to include the very skills you use to manage yourself! For example, if calmness is required, you need to use certain techniques to manage your own energy level while simultaneously encouraging the development of these same skills and techniques in the other person. Self-awareness equips you to assist, not inhibit, the igniting of the Third Factor.

They don't take responsibility:
Leaders know they need to first extend trust—attaining self-direction only happens in a relatively safe and secure environment. Because self-esteem is critical, "progression" too is critical. People need to know that you, as their leader, truly understand their current level of performance, and that you're fully aware of their level of competence. A leader does not hesitate to say when someone is not ready for a particular progression; realizing gradual steps build confidence and ensure ultimate success. Simply put, trust leads to commitment, and committed people outperform others.

They are biased:
One of the key steps in the learning process is accepting the blocks for what they are: normal lessons on the developmental path. When someone is blocked, there is a tremendous opportunity to engage in the Third Factor and help developmentally. Great leaders understand the need for patience and realize problem solving these blocks is when learning can really accelerate. They are always skewed to the developmental side even while trying to produce "straightforward" results. They have a strong developmental bias and see debriefing (what the person needs to continue doing, what they need to stop doing, start doing, let go of or change) as a worthwhile investment—a necessary step to yielding successful results.

They create adversity:
It's critical at some point to determine the strength of the person's commitment to themselves and their performance. Learning to embrace adversity and focus on what can be controlled is essential in developing the Third Factor in someone—a preparation for moving out of the performance laboratory and into the bigger arena of life. Great leaders realize you can only develop people by giving them the right level of challenge. For example, they ask powerful questions: "What aspects of this do I have control over?" "Is there anything I can see as a challenge for personal growth and development?" "Is there anything here that I can commit to?" It's always surprising in any challenging situation to discover how many possibilities there are for action.