Leadership tools for functional experts: many people are promoted to management because they perform functional tasks exceptionally well--but that doesn't make them good leaders. To make the transition they need to learn 10 specific skills.

It is an unfortunate fact of work life that many people who become managers do so solely because they are stellar functional performers. They are among the best programmers, machinists, accountants, and salespeople, and they are rewarded for their success with promotions. Suddenly, these stellar performers find themselves out of the very jobs they are best at and into management. All too frequently, these "cream of the crop" fuctionalists are befuddled by the prospect of leading a team. Sometimes they are managers for years before they even realize they have a problem.

If you are one of them, what do you do? Assuming you really want to be a good manager, bow do you learn leadership skills? Once you have mastered basic management skills (such as performance appraisals, problem solving, and delegation), how do you acquire the tools yon need to coach, mentor, and inspire your subordinates?

The answer is simpler than most people imagine. It does not take an advanced degree, a trip to an executive institute, or the latest over-hyped management theory. It does not take incredible inventiveness or training. The answer is as simple as this: you focus on the basics of human interaction.

To be a successful leader, begin by renewing your acquaintance with the fundamental tools of interpersonal relationships. Spend time and energy purposefully engaging with the people around you. Based on this simple premise, here are ten techniques for leadership success and the reasons behind them.

1. COMMUNICATE: Many people fail simply because they don't know what their jobs are. As a leader, your main responsibility is to communicate job-critical information to your subordinates. Explain people's roles to them. Give them goals. Tell them why they matter and how their contribution helps the company reach its goals. Make it your job to know in detail how your group serves the larger enterprise, communicate that goal, then educate your people about their part in it.

2. SPEAK TO PEOPLE: Communicating and speaking are related, but they are not the same. You need to actually talk to people. Don't just send emails and voicemails. Don't just write memos. Speak to people. As a leader, you need to know how your people are doing and what they are thinking about. Face-to-face conversations are the best way to warm them up and open up new lines of communication.

3. INQUIRE: Now that you're talking, the third technique is to ask questions--lots of them. Most managers don't ask nearly enough. The people who report to you have a lot of information you need. They know what's working, what's not, and wily. Unfortunately, hierarchy makes it hard for people to share that knowledge. As the leader, your job is to break down hierarchical barriers and find out what you need to know. Your success quite literally depends on your ability to ask the right questions.

4. LISTEN: Once you have asked the questions (or if you are truly fortunate, your subordinates have spoken to you without prompting), the hard part begins. It's time to be quiet and really listen. Whether it is data, perspective, information, issues, insight, challenges, theories, or gibberish, just let it in. Then wait in total silence for a second or two. If you are lucky, the talkers might keep talking.

5. CHECK YOUR ASSUMPTIONS: Now that you're listening, remember that you don't know everything. In fact, you don't know much more than most people in the organization. Furthermore, your guesses about things (such as how people make their decisions, why they behave the way they do, and what motivates them) won't always be right. The next leadership technique is to stop guessing. Take the time in conversation to explicitly clarify your assumptions about what people are telling you. When you assume things you close communication lines, and to lead effectively you need evet3r possible communication line open and at your disposal.

6. GIVE FEEDBACK WISELY: At this point, you need to respond to other people's contributions. As a leader, you must tell people what you think of their ideas, behaviors, and performance. The trick is to do it wisely. First, give recipients advance notice that your feedback is coming and make sure they are in a position to hear a critique. When the time is right and you've created some privacy, say what you have to say. Say it frankly but respectfully. Make it data-based. Check receipt. Move on.

7. PRAISE RELEVANTLY AND OFTEN: The flipside to giving feedback is giving praise, and the rules here are simple: let people know when they are doing a good job and let them know in ways they will appreciate. A culture of praise is a pleasant one. A workplace of appreciation is more productive than a workplace of blame. You can find many opportunities to praise people every day, whether it be quiet commendation to a shy performer or public accolade to your most exuberant star. Ask people how they want their praise, identify praiseworthy contributions, and provide praise--frequently.

8. COLLABORATE: Once you join the ranks of leadership, you are not a peer. You have crossed into that strange place called "management," where information is filtered and the view is limited. But even though you're not a "peer," you are still a member of the team you lead. As a member of your own team, you can and should participate. Share thoughts and ideas in a collegial way without calling the shots or leading the charge. Get your hands dirty. More importantly, get your face and your feet dirty. Taking a pie in the face or walking over hot coals for your people will remind them that you are on their side.

9. BE GRACIOUS: Nothing in your business unit, department, or team would get done without workers. As you settle into your leadership chair, remember to be compassionate to your direct reports. You have your job because of them. You can afford to be gracious, both to them and on their behalf. Recognize, every day, that the folks in your group are people first, workers second. Be generous to them. Show the organization you are proud of them. They'll appreciate it and serve you accordingly.

10. GET THERAPY: This final technique is the most important one. (If you don't want to take it literally, it also translates quite simply: know yourself.) Learn about your hot buttons. Identify your stress inducers. Consider why you behave the way you do with people. Develop yourself. You cannot be an effective leader if you don't know who you are. The person in the mirror contributes about 80% to what makes your team work and about 80% to what makes your team not work. Get to know him or her. Introduce yourself make you a leader inside.

THE BOTTOM LINE

While these ten techniques are simple, they can be challenging to apply. It takes time, energy, and consistent practice to make them work. Some of them are more art than science, but almost anyone can use them to become a successful leader. The people following you will appreciate being treated like human beings (rather than cogs in the corporate wheel). What's more, they'll perform better. Focus on the basics and you'll be able to add leadership to your list of skills.

About the author: Joey Rick is founder of Willow Oak, Rockville, Maryland, USA, an organization development firm focused on cultivating the full potential of every client's workforce. Through coaching, facilitation, team development and education services, she helps executives and employees perform to their highest potential. Contact her by phone at [phone], by email at [e-mail], or visit www.willowaokconsulting.com