Sustain commitment. Even when times are tough, passionate leaders continue to enthusiastically engage in the work at hand. They keep their people focused on the right stuff and adjust to changing conditions without compromising their values. Passionate leaders never waver in their optimism and belief in the organization, its goals and its people.

Ignite passion in others. Just being around a passionate leader helps people discover what really makes them tick – their purpose and passion at work. The passionate leader doesn’t just assume that this inspiration will happen on its own; she orchestrates it through getting to know her colleagues and tapping into what really drives them to be their best.

Have a burning desire to make a difference. Passionate leaders have a fervent need to make a difference in the world. They aspire for more than the next promotion or acquisition. Their focus is on the organization, its people and its impact. They have an irrepressible desire to enrich people’s lives and recognize that the best way to make a difference is to continually feed the strengths of the organization’s people.

Roll up their sleeves. Passionate leaders don’t step in to rescue people, only getting into the trenches when they must. They get out of their offices, listen to and talk with others, so they know enough about what’s going on to be the catalyst for others to achieve greatness.

Take care of themselves. Passionate leaders know that a fire can burn bright and then extinguish without attention. They have the stamina to energetically address challenges because they know when to step away and refuel.

W. H. Auden said, “No person can be a great leader unless he takes genuine joy in the success of those under him.” The passionate leader takes joy in many aspects of work – and knows how to both focus and share that enthusiasm for the best results.

George S. Barrett, CEO of Cardinal Health, in an online New York Times interview, talked about the importance of people believing in their leader, and trusting the competence and judgment of the person at the helm. He articulated leadership presence as a combination of doing the right things and forging a connection at a human, fundamental level.

What qualities make you a leader with presence, one with an aura of command?

Confidence. Leaders with presence use language that is strong, positive and based on facts.  They are calibrated about what they know and don’t know.  Because of that calibration, they don’t oversell themselves or their ideas, and are not falsely humble. They are a visible, passionate force within the organization.

Vision. Leaders with presence have a strong clarity of purpose, a compass that guides not only what the organization does, but why. They share this vision widely and engage others within the organization in shaping how the vision will be realized.

Strength under fire.  Even in the most arduous circumstances, leadership presence requires self-control and poise. Leaders with presence are grounded in the facts, and do not allow emotions to skew their perspective about what is important. They remain focused and responsive to changes around them and are not afraid to make the tough calls when necessary.

Judgment. Leaders with presence use judgment to achieve excellence. They establish mechanisms for accessing the critical information needed to understand the current reality and predict the future. Like good chess players, leaders with presence think 1, 2 or 3 moves ahead in terms of strategy. They focus only on what’s most important and are prepared with contingency plans for both the foreseeable, as well as the unpredictable, future scenarios.

Learning. Leaders with presence are continual learners. They gain insight first and foremost by listening and asking the right questions. They are disciplined in their efforts to better understand themselves, their people and the world around them.

Humility. Leaders with presence recognize that they don’t know everything and actively ask for help when needed. They admit mistakes and take action to ensure that they are not repeated.

Engagement. Leaders with presence create space for people to own their work and express their passion, thinking and creativity. At the same time, they ensure that people know what results are needed and why and provide the necessary support and accountability.

Image. Leaders with presence project a professional image through appropriate dress, grooming, behavior and language. They freely express their own unique personality within these boundaries, and are comfortable in their own skin.

Leadership presence is an intangible that can be readily observed, and difficult to achieve. The payoff is that leaders with this aura of command can more easily create a work environment where people relax, engage and confidently take action themselves. Without this intangible, others in the organization may feel anxious and uncertain because of the leadership vacuum. Assess yourself today and begin addressing the gaps in leadership presence, so that you can earn the respect and trust of your people.

Speak directly. Like Voice of America, the U.S. government-funded radio broadcasts during the Cold War, you need a direct way of communicating with the organization’s people. Not all messages need to come directly from the top leaders, however mission-critical communications must. Use email or telecommunication to make it more feasible.

Make your message clear. Think about the one or two take-aways you want people to remember. Then plan carefully to ensure that your message is unmistakable. Use plain language, and keep it brief. If people need to take action, make the next steps unambiguous.

Challenge disinformation. You may not encounter an active counterinsurgency, but rumors and misinformation are probably inevitable. Don’t wait for rumors to die out on their own. Address  inaccuracies and falsehoods that surface, so that people don’t get distracted or confused.

No platitudes. In the end, hearts and minds are won by what you do, not what you say.  Listen. Provide a balance of challenge and support. Share decision-making. Encourage innovation. All of these efforts make a real difference in people’s work lives and build loyalty, engagement and satisfaction.

Don’t rely on charisma. Personal charm is important, but not sufficient. Humility, integrity and honesty are the foundational keys to keeping people on board for the long haul.

You may not be waging a war, but you do need to attend to the hearts and minds of the organization’s people. The payoff? Folks who not only are dedicated to their work, they also have enthusiasm and zeal for the work that is unmatched by your competition. That’s a battle well worth winning.

Here’s Mr. Cloutier’s advice, and Humanergy’s take.

Be a dictator. Give direction, but not about everything. Dictate the mission, values – the critical few things that will keep your organization focused and successful. Don’t waffle on those.

Tell your employees: “Don’t think – obey.” If your employees aren’t thinking, they should stay home. You need all intellects, skillsets and experiences actively engaged on your organization’s problems and opportunities.

Forget your likeability score. Earn respect through true leadership and likeability will probably come. True leaders don’t walk around with the goal of being warm and fuzzy, but they do treat people with genuine respect and kindness. They know that engaged workers who see themselves as an integral part of the organization produce better results. Therefore, good leaders communicate often, get input from their people and earn trust and respect at the same time.

Be a feared general. Don’t use fear as a tool. Using fear as a leadership tool is a sign of the leader’s own insecurities. Anyone holding the reins that tight is doing so out of fear – fear of losing control, new ideas or not being the smartest person in the room. You cannot command respect through fear. What you will create is an environment that encourages in-fighting, short-term gains and employees doing anything possible to look good.

Fear is the best motivator. Praise is a far better motivator. Our blog post on praising employees quoted research on the connection between praise and performance. Employees who receive regular praise have higher productivity and lower turnover, and they make fewer mistakes. Fear, on the other hand, may produce some short-term compliance to avoid reprisals. But because fear increases physical and emotional stress, employees are less productive over time. They’re also profoundly unfulfilled, which in turn causes your employees to dust off their resumes and find a less toxic environment.

Penalize poor or negligent performance. Spend more time feeding good performance than pointing out what’s not going well. Indeed, poor performance must be addressed as soon as it is noted. However, if you as a leader spend most of your time doling out penalties for poor performance, you are taking time from your most high value work. You should spend the vast majority of your time figuring out what is working and building on that success.

Fire incompetent employees. Surround yourself with only the best people. There should be no room in your company for people who operate contrary to the values, ethics or best practices that you’ve established. Hire and groom people who’s goals align with the organization’s and with passion to continually learn. Do that well, and you won’t need to fire many people.

Enforce, enforce, enforce. Adapt, adapt, adapt. Plans are made to be adapted to an ever-changing business environment. Rather than insisting that people follow your plans exactly, encourage adaptation within key parameters. The goals and best practices won’t change, but you’ll be nimble and responsive in how you get there.

Being a dictator requires a leader to possess all the wisdom, creativity, experience and judgment necessary for success in an ever-changing world. No one can do that. Unfortunately, some people still operate in the mindset that they can do it all, that they have all the answers. Scary. As Emile Chartier said, “There is nothing more dangerous than an idea when it is the only one you have.”

What is compassion and how can it help you hold others accountable?

Compassion isn’t weakness. Compassion is rooted in a profound respect for others and reflects an unfailing commitment to uphold the dignity of people. As such, all people deserve compassion, even if they’ve made a mistake or even done something unethical or illegal.

Compassion requires listening. When people don’t meet our expectations, it’s all too easy to jump to conclusions. Compassion requires that you slow down and take time to gather facts and listen to the perspectives of all involved, most particularly the person who appears to have a performance issue.

Make sure performance expectations are clear. Part of being a compassionate boss is clearly outlining what you expect in terms of behavior, results and impact. This should be done not only at the point of hiring, but should be reviewed periodically. Don’t forget that communicating expectations isn’t a one-way process. Check for understanding by asking your direct report to summarize her understanding in her own words.

Schedule check-ins and follow through. The annual performance review should not be the first time your direct report hears that there is a problem. Upon hiring, or when a new project is assigned, schedule time for updates and feedback. Don’t assume that everything is going well. Ask questions and share your perspective; if more resources, such as training, information or time, are needed, advocate for what is necessary for success.

Don’t dilute feedback. You might think that you’re doing the person a favor by being less direct. In fact, you’re potentially creating harm. If your direct report doesn’t hear all of the feedback, performance may continue to deteriorate. Then you’ll be forced to deliver even more bad news – even to the point of disciplinary action.

If disciplinary action is necessary, move forward. Expectations were clear. The person was properly trained and supported. If poor performance dictates disciplinary action, as Nike says, just do it.  Not ruthlessly or in a cold manner, but don’t beat around the bush. Share the behaviors that are a problem and how they impact the organization. Outline next steps and expectations. Don’t forget to listen, too, since this is one way to honor the person’s dignity. You can certainly share that you find the situation unfortunate, but  remember that it’s not something you created; therefore, you cannot apologize for it.

Allow the person to have a reaction. Just don’t fall into the trap of taking responsibility for the other person’s feelings. You didn’t create the situation and aren’t responsible for managing the other person’s emotions. Listen and remain calm in the midst of the storm. Above all, avoid phrases like, I know just how you feel or everything will be all right.

A truly compassionate supervisor not only delivers the good news, but the bad as well. Done well, both types of communication foster positive relationships and professional growth. Having the other person’s best interests at heart is a great foundation. In addition to good intentions, deliver your clear, factual message with compassion. You will sow the seeds of goodwill and future success, and everyone will be happier. As the Dalai Lama says, If you want others to be happy, practice compassion. If you want to be happy, practice compassion.

What lessons were learned that will help all of us to be better coaches and learners, regardless of the subject matter? For coaches:

Fundamentals, fundamentals, fundamentals. The golf pro spent 99% of the allotted time on the basic building blocks for a good swing. It wasn’t just on the driving range. Every time we had a club in our hands, she connected the dots between the current focus and the swing fundamentals.  As we built a good short shot, we also improved on our drives, and vice versa.  Whether you’re teaching someone how to sell widgets or service a machine, define the fundamentals and keep them front and center.

Stay true to what works. The golf pro was immovable when it came to the fundamentals of a good swing, no matter how many times she heard, “Well, what works for me is…” If there are tried and true best practices, stick to those and don’t compromise.

Communicate in a way that works for the learner. The golf pro used multiple means of communication, including verbal instructions, physical demonstration, video reviews and an illustrated manual. She adapted her methods to suit the needs of her students, like when her “80% angle” reference caused us all to stare blankly. She quickly understood that we didn’t get the spatial relations talk, but responded well when she said things like, “keep your head steady, rotate at the waist and straighten your left arm.” A good coach learns to communicate in many different ways – not just in the way in which he or she is most comfortable.

Break complicated stuff into manageable bits. Instead of tackling the whole swing, I spent hours working on bringing the club back to shoulder level correctly. Once my brain and body were coordinating this move well, I was able to incorporate other swing elements. Remember that people can’t keep numerous steps in their head all at once. Mastery of each component part builds muscle memory, increases confidence and sets the stage for overall success.

Use cycles of show, imitate, rectify. The pro would model the correct behavior, we would try to imitate her, and she then provided us with constructive feedback. The cycle was repeated over and over, until we were able to imitate the desired results fluidly.

Think you’re ready to be coached? A successful learning experience requires both a great coach, and a learner with the right motivation and attitude. For learners:

Align with your coach on goals. Some people came to golf school thinking that their game was great and only needed a few tweaks. The pro helped each person become more realistic about their current performance and set goals for improvement. In any coaching situation, be open to the fact that you may have more to learn than you previously thought.

Be a sponge, not a filter. In many ways, the novices at golf school got it right. They kept their mouths shut and their eyes and ears open. They didn’t waste time debating the merits of one grip or another. They took in as much information as possible, and readily tried new things. The result? Fewer tragedies and many more miracles. If you’re learning something new, try not to screen suggestions through the lens of your past experience. You don’t know what you don’t know.

Practice perfectly. Yes, it was mind-numbing to repeatedly practice the correct back swing. Contrary to popular belief, practice does not make perfect. Perfect practice makes perfect. It is only through doing things right that you develop a habit of excellent performance. The amazing thing is, according to Gary Player, the more you practice, the luckier you get.

The most valuable lesson from golf school? Golf, like any skill, is not about executing the right physical movements. It is largely played in our minds. Success is dependent upon having the right attitude as well as skill set. My attitude? Focus, relish the occasional miracle of a stellar shot and remember to have fun along the way.

I did want you to work on projects A and D, says Arnold, but the other things on this list were just ideas I was tossing around at the staff meeting. I didn’t mean for you to act on those.

How could Arnold, as the supervisor, have aligned more effectively with Bev on what was truly important?

Define strategic priorities. You may be giving unclear direction to your direct reports because you aren’t certain about the most critical priorities. Gain clarity by discussing desired results and impact with your boss and others. Then align your direct reports’ actions with those urgent priorities.

Remember that when the boss speaks, people listen. This may seem obvious, but it’s something that is often forgotten in the excitement of the moment. The boss thinks she’s just generating some potential new ideas. Direct reports can assume that if an idea comes from her, they must make it happen.

Use clear language. Make it plain that if you are brainstorming or giving direction. You may need to say this more than once – at the beginning of the conversation and at the end – to make sure that people get the message.

Gauge people’s understanding by closing the loop. Ask people to re-state what you’ve said in their own words. If you’re not on the same page, try communicating again and have them restate their understanding once more.

Encourage people to ask questions. Some bosses are like seagulls; they “swoop and poop,”  blurting out directions and moving on to the next activity. Make time to answer any questions that your direct reports may have. Don’t just assume they’ll ask for clarification if they need it. Some people hesitate to pose questions, thinking that making an inquiry may appear less self-reliant. Set the expectation that questions are not just acceptable, but an expected part of getting on the same page.

Hold regular check-ins. Schedule time for your direct reports to meet with you to discuss progress, roadblocks or any pressing issue that impacts results. Talk with your direct reports to figure out if weekly, monthly or quarterly check-ins would be best to keep projects moving.

Clear communication is required to define the results that are to be achieved and make performance expectations clear. Achieve mutual understanding with your direct reports by regular, concise and two-way communication that keeps them focused on the right stuff and growing as individuals. Don’t assume that people interpret your communication the way you intended. Remember the wisdom of George Bernard Shaw, The single biggest problem with communication is the illusion that it has taken place.

A nightmare, right? Yes, but it’s also a great analogy for a problem we’re seeing in many organizations. Teams and individuals are working hard and seeing improvements in their performance. However, the business realities require them to get better at their jobs faster. Without a steeper trajectory, individuals and the organization will crash.

As an individual performer, how can you maneuver quickly to amp up the rate of your performance improvement?

Prioritize. What are the highest value things you can  do to improve results and make a big impact? Not the good uses of your time – only the critical few. Make those your priorities. Keep them uppermost in your mind, on your calendar and in your daily activity. When you know where you’re going and what it will take to get there, communicate this widely so that others in the organization also redirect their efforts.

Focus. This can be hard, but something’s got to go. It takes courage to dump projects and readjust activity to align with just a few priorities. The key is to focus relentlessly on the drivers of success. Don’t do the other stuff.  If there is not a direct relationship between the project or initiative and your highest value priorities, stop!

Be consistent. One of the most maddening dynamics in organizations is when the boss says A, B and C are our only priorities. Then something cool – unrelated to A, B and C – comes along. When opportunity knocks, don’t waffle; figure out if it aligns with your top 1, 2 or 3. If not, just say no. A compelling distraction is still a distraction.

Many of the strategies above work for teams too. Also consider the following:

Assign sufficient resources. As James W. Frick said, “Don’t tell me where your priorities are. Show me where you  spend your money and I’ll tell you what they are.” Clearly articulate a business case for what you’re doing. Then negotiate with your superiors to assign more time or employ new technologies to get the job done.

Feed your people. You’re leading a team that’s failing. Your first impulse might be to point out all the things that are going wrong. Instead, identify what’s working (Feed) and reinforce those behaviors. Then decide what you must achieve (Need) and fill in the gaps with new actions (SEED) that need to happen. Only after Feed, Need and Seed do you eliminate practices that aren’t working (Weed).

Quit bickering. When the going gets rough, back-biting and blame find fertile ground. Model and enforce a climate of open communication and respect. Help people to say what they need to say in a factual manner. After the crisis has passed, there will be plenty of time to dissect what happened and how it might be prevented in the future.

A Chinese proverb states, “A crisis is an opportunity riding the dangerous wind.” Face the reality of your impending collision, so that you can maneuver to make the most of the opportunity.

I don’t care if “everyone” is doing it. Mom taught us to have courage and make decisions for ourselves. Don’t get caught up in passing trends or we’ve-always-done-that thinking.

If you can’t say something nice, don’t say anything. Sometimes harsh truths must be spoken, but keep balance by sharing positives as well. Don’t speak in anger, when it may be harder for you to communicate the good along with the bad.

Accept a compliment graciously. Maybe it’s embarrassment or false humility, but we often stumble or say, “oh, it wasn’t that great,” when a simple “thank you” is all that is needed.

Get outside. While this phrase was most often used when Mom was sick of us underfoot, we recognize now the power of nature to boost our mood and change our perspective. Get up, walk around, go outside or do whatever it takes to change your environment. You’ll find inspiration -  or at least some respite from the usual routine.

What am I, chopped liver? Especially in adolescence, we kids acted as if our parent were alien life forms and unworthy of kindness or consideration. Remember that even the most quirky of our fellow humans deserves respect and compassion.

Do you want your face to freeze like that? Nonverbals not only matter, they communicate volumes, even when we’re not aware of them. Get some feedback about how your posture, facial expressions and mannerisms help or hurt your leadership.

Every cloud has a silver lining. No matter how distressing, every situation has potential advantages and disadvantages. Don’t ignore the cloud, but do recognize and capitalize upon the silver lining.

If wishes were horses, then beggars would ride. Dream big, but don’t just passively yearn for things to be different. If you want something, take a step today to make it a reality. Action is necessary to achieve.

Be home in time for dinner. There’s nothing like unstructured time with loved ones to recharge your batteries. Share a story, a joke or something that happened in your day. Listen as others to do the same. Even if it’s just take-out pizza, it will be a feast.

Mom’s most enduring lessons were not the ones she talked about.  They came by the way she lived her life – with grace in spite of our many imperfections and bravery in the face of life’s challenges. The least we can do is try to do the same. Thanks, Mom.

Perhaps you question whether you’re really addicted. Maybe you really could stop whenever you want to. So why do you break into a cold sweat if you inadvertently leave the house without it? Why can’t you turn it off or ignore it?

What are the downsides to this habit?

You devalue the people around you. If you interrupt conversations to answer email or take calls, you are giving the message that the current activity is less valuable to you than whatever’s happening on your phone.

You lose valuable “stare out the window” time. Constant connection prevents you from devoting blocks of time to thoughtful reflection.This thinking time is a necessary leadership activity – allowing for deep thinking about the strategic priorities that need your attention.

Email, in particular, is addictive. Psychologists are identifying email addiction as a growing problem. People become obsessive about checking email. Receiving satisfying (funny, informative or whatever you find fulfilling) email happens intermittently. That is the most potent kind of habit-forming reinforcement, and what causes some folks to constantly scan their inboxes.  They even have a name for it – “variable ratio reinforcement!”

You think you’re constantly needed. Perhaps the most insidious of the smartphone addiction symptoms is the underlying message of importance. If you’re connected 24/7, it must be because your input is always essential. Recognize that often the issue is yours (I need to be “in the know”) and not theirs. People will survive without you. They even learn to make decisions and grow as leaders without you standing in the way.

Before you come to the conclusion that your smartphone use isn’t a problem, try turning it off a few hours each day. Take a walk. Think expansively. Then come back, refreshed and ready to tackle the work that really does require your time and talent.