A great leader is akin to a master craftsman, skillfully wielding a diverse set of tools to shape the success of his team. In this article, I will be highlighting these tools which include mentoring, encouraging, teaching, comforting, coaching, and providing hope.

Any leader who is able to put all these attributes together in woven manner will distinguish himself from his peers. These highlighted six skills will transform individuals, departments, units or an entire organization. If any leader finds himself lacking in any of these areas, it's crucial to make a deliberate effort to acquire and hone these skills.

The leadership style of Indra Nooyi, former CEO of PepsiCo typifies the combination of these skills. Nooyi was renowned for her mentoring programs, where she personally guided promising employees. She encouraged innovation, taught strategic thinking, and provided comfort during challenging times.

Her coaching approach helped many employees climb the corporate ladder, and she consistently instilled hope by articulating a clear, inspiring vision for the company's future. Under her leadership, PepsiCo's revenues grew by 80%, demonstrating the power of this multifaceted approach. She wasn’t content with her own success but was deeply interested in reproducing her skills and knowledge in her team members.

Great leaders should remain a source of encouragement and hope even when the odds seem insurmountable. They must help their team members see beyond current difficulties to envision future success. The case of Alan Mulally comes to mind. He led Ford Motor Company through the 2008/9 financial crisis. When other automakers were declaring bankruptcy, Mulally maintained an optimistic outlook. He encouraged his team to focus on creating quality vehicles and improving operational efficiency. His unwavering hope and strategic guidance not only helped Ford avoid bankruptcy but also positioned the company for future growth.

Alan encouraged his team by recognizing effort and igniting confidence. He was timely in according praises where necessary, he recognized progress publicly and reframed setbacks as learning opportunities. He kept morale high during the 2008/9 crisis by insisting on transparent and constructive weekly reviews that highlighted progress and learning. These actions built confidence even when the stakes were high. When leaders call out behavior change publicly, it must be tied to future impact. When leaders give praise, they must be specific, they must name the behavior and its impact on the overall team and by extension, the organization.

Leaders must view their role as a conduit for transferring expertise and fostering growth. They must find a way of reproducing their gifts and talents in their team members. Take the example of Jack Welch during his tenure as CEO of General Electric. Welch was famous for his commitment to leadership development. He spent significant time teaching at GE's management development center, coaching high-potential employees, and mentoring future leaders. His efforts resulted in a generation of CEOs who went on to lead major corporations, earning GE the nickname "CEO Factory." This approach not only benefited GE but also left a lasting impact on the broader business world.

A great leader serves as a pillar of strength for their team, especially during turbulent times. They provide a safe harbor where team members can seek comfort, guidance, and reassurance when faced with challenges. Microsoft's CEO, Satya Nadella, exemplifies this quality. When the COVID-19 pandemic hit, causing widespread uncertainty and fear, Nadella stepped up as a source of comfort and stability. He prioritized employee well-being, offered flexible work arrangements, and consistently communicated a message of hope and resilience. This approach not only helped Microsoft navigate the crisis successfully but also strengthened employee loyalty and trust in leadership.

True leaders don't throw their team members under the bus when things go wrong. Instead, they act as a shield, protecting their team while working constructively to address challenges. Anne Mulcahy's leadership at Xerox during its near bankruptcy in the early 2000s is a prime example. Despite intense pressure to lay off employees, Mulcahy fought to retain as many jobs as possible. She took responsibility for the company's struggles and worked tirelessly to turn things around. Her protective stance and unwavering support for her team not only saved Xerox but also fostered a culture of loyalty and commitment that fueled the company's comeback.

Great leadership is not a single act but a pattern of daily behaviors. These behaviors include mentoring those you want to see succeed, encouraging progress, teaching frameworks that scale, comforting people under stress, coaching for autonomy, protecting the team, and keeping hope alive. With these, leaders can create resilient and high performing teams who are capable of overcoming any challenge. Leaders must remember that it is not just about achieving results, it is also about developing people. As you navigate your leadership journey, strive to be not just a manager, but a mentor, a teacher, counsellor and one who provides hope.

Oluwole Dada is the General Manager at SecureID Limited, Africa’s largest smart card manufacturing plant in Lagos, Nigeria.