You know that list of qualities you use as a leader in your organization? Creating and exporting your vision, confidence in yourself and others, a unique charisma that inspires followers as well as your experience, skills, expertise, or your network of associates and colleagues. Other leaders share some or maybe all of these qualities with you.

The potential contribution of the leaders who work for you is critical, but the opportunity for friction is even better if you don’t manage these relationships carefully. How do you leverage the assets of these talented and powerful employees while making sure that their egos remain intact?

You may be aware that the following behaviors are critical to people who are leading the leaders. The exceptional leader knows that these skills need to be attended to on a daily basis in an observable way.

To lead your organization’s leaders well:

§ Unite your leaders into a cohesive group and make your stars a team.

§ Provide direction and negotiate a vision for the organization that other leaders will buy into.

§ Mediate and resolve conflicts over turf and power among other leaders so the organization can move forward.

§ Develop other leaders, providing education for people who think they are already knowledgeable.

§ Motivate leaders and figure out how to move those who already seem “to have everything” to do the right thing for the organization.

§ Trust creativity by obtaining and keeping other leaders’ trust, the vital capital that your own leadership depends on.

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