We collect leadership ideas from everywhere: books, training courses, articles, mentors, bosses, colleagues and the occasional painful lesson delivered by experience.

The problem is that we rarely collect these ideas in one place. They arrive randomly over many years, and we forget more than we retain. We may recognise a useful principle when we hear it, nod wisely and then promptly return to doing exactly what we were doing before.

Here are seven leadership principles we already know but probably need to remember. In Part Two, we will continue with principles eight through sixteen.

Should Leaders Focus on Strengths or Weaknesses?

The first step towards leadership success is identifying your strengths and deliberately building on them.

That is not what most of us do, though, is it?

We usually focus on what we are doing badly. We replay mistakes, analyse weaknesses and beat ourselves up because we are not perfect. All of that keeps us looking backwards.

Naturally, leaders cannot ignore weaknesses that are hurting the team or damaging results. However, leadership development should not become an endless repair job. We also need to ask where we already perform well and how we can create even more value from those capabilities.

Perhaps you are good at setting direction, developing people, winning trust, communicating through uncertainty or making tough decisions. These strengths are leadership assets. Use them consciously rather than treating them as accidental.

Do now: Write down your three strongest leadership capabilities and decide where you will apply each one more deliberately.

What Really Builds Trust in Leadership?

Trust is built when leaders are fair, keep their promises and do the right thing even when nobody would blame them for taking the easier option.

Communication is built on trusting relationships, but what actually creates that trust?

Fairness is a major part of it. Employees, vendors and clients are always watching how we behave when pressure, money and competing interests enter the picture.

During the COVID period, we had access to international pricing for one of our training programmes. That price was higher than what we normally charged locally. We could easily have taken the extra money, and in those very straitened times, the cash would have been welcome.

But where is the trust if we do that?

Trust also means doing what you say you will do, when you say you will do it and in the way you promised. That sounds easy. It is not. Busy schedules, shifting priorities and unexpected problems all get in the way.

Regardless, leaders have to keep their eyes on integrity and follow their true-north values.

Do now: Review the commitments you have made recently. Is there anything you promised but have not yet delivered?

Can a Leader Force Employees to Be Motivated?

Motivation cannot be forced. People have to want to do a good job, and the leader's role is to help create the conditions for that motivation.

Imagine a cartoon boss screaming, "Be motivated! Be motivated! Be motivated!" so loudly that the employees' hair is blowing backwards.

Ridiculous, obviously.

Yet many managers are not doing anything much more sophisticated. They push harder, repeat the target, add pressure and wonder why people are not suddenly overflowing with enthusiasm.

A better starting point is alignment. What does the individual value? What does the enterprise value? Where can those interests connect?

One employee may want advancement. Another may want recognition, professional mastery, security, flexibility or the chance to work on something meaningful. Leaders need to understand those individual motivations and help employees see how strong performance can move them towards their own goals.

Here is the million-dollar question: do you know the goals and values of each staff member?

And do you keep checking? Goals change.

Do now: Ask each person what they most want to achieve professionally over the next twelve months.

Why Must a Leader's Interest in People Be Genuine?

Genuine interest strengthens relationships because people can quickly detect the difference between real curiosity and fake friendliness.

The key word is "genuine".

This is not about pretending to care because you want something. It is not a technique to secure cooperation, win a sale or encourage someone to work harder.

We have all seen the opposite. Someone is charming while they expect a generous tip and then looks visibly disappointed when the amount is not sufficient.

In Japan, there is also the eigyo smile—the fake "sales smile" used to help win business. The mouth is smiling, but the rest of the person is not involved.

Leaders make the same mistake when they ask polite questions while clearly waiting for their turn to talk.

People are fascinating. When we show pure curiosity, we learn far more about their experiences, concerns, motivations and ambitions. They also sense that the interaction is genuine.

As leaders, let's be curious.

Do now: Ask someone a question today simply because you are interested in the answer, not because you need anything from them.

Why Is Empathy Essential for Modern Leaders?

Empathy helps leaders understand the world affecting another person instead of judging everything from inside their own world.

Deadlines, targets, quotas, emails, bills and endless meetings—the rough and tumble of business is relentless.

It is easy to become completely consumed by our own pressures. When that happens, we forget that everyone around us is dealing with a different set of circumstances.

I once watched a company owner networking vigorously at an event. Another guest made a snide comment about what the owner was doing.

Maybe that guest sailed through the pandemic completely unscathed.

The company owner, however, had been clinging on by the fingernails. The networking was not vanity or attention-seeking. It was an attempt to keep the business alive.

That is what happens when we focus entirely on ourselves. We judge visible behaviour without understanding the invisible circumstances behind it.

For leaders, that is a disaster. This is especially true when talented employees can easily jump ship if they do not feel they are being understood or looked after.

Empathy is not an occasional activity. As leaders, we had better become empathetic if we want to succeed in modern business.

Do now: Before criticising someone's attitude or performance, ask what may be happening that you do not yet understand.

Why Are Good Listeners So Persuasive?

Nobody is more persuasive than a good listener because people are far more open to someone who makes them feel heard and valued.

This sounds counterintuitive, doesn't it?

We often imagine persuasion as having the gift of the gab, controlling the conversation, steering the content and driving forward through sheer force of will.

In practice, this often means finishing other people's sentences, cutting them off or jumping in with our genius contribution before they have completed their point.

This behaviour is so common that when someone actually shuts up and lets us talk, we feel liberated.

We feel energised. We feel valued. We like that person.

We also become more positive about who they are, what they have to say and what they want us to consider.

Introverts, in particular, often respond well when they are given enough space to think and speak without being steamrolled.

So, if you want people to listen to you as a leader, first let them do the talking.

Do now: In your next conversation, do not interrupt. Let the person finish, pause and then ask a follow-up question.

Why Are Team Players the Leaders of Tomorrow?

Tomorrow's leaders will succeed through creativity, critical thinking and collaboration rather than trying to dominate everything through personal force of will.

The three Cs—creativity, critical thinking and collaboration—are becoming increasingly important.

Collaboration is the relatively new arrival.

When I was growing up in business, Jack Welch was the dominant leadership role model. The popular image was of a tough leader driving results through force of personality, pushing subordinates hard and casting overboard anyone who did not measure up.

It was a Darwinian struggle producing zero-sum outcomes.

Today's business environment is di...