Let’s make it more personal with this sobering question: are the people you lead better or worse off because of you? What is the experience of each person on the other end of your leadership?

Since there are so many leadership responsibilities, let’s focus on just a few that have enormous implications for the people in our wake.

Your Decisions

We’ve probably all complained at one time or another that “management” makes arbitrary decisions and doesn’t understand the impact on the day-to-day work. But then one day we’re put in charge and have to figure it out. By definition, decision-making involves uncertainty and risk. Leaders are responsible for applying not only their insights and fact-based evidence – they must seek to understand the implications at the frontline – and especially at the point of customer interaction.

Your Feedback

Feedback is tricky business – especially when it’s negative. Many times we jump straight in and give abrasive feedback off the cuff or we feel intimidated and don’t give feedback that is truly necessary. Both approaches make a situation worse. It helps to remember there is a real, live person on the other end of our feedback. A curt, one-sided exchange may feel efficient in the moment but create more work and resistance in the long-run than taking the time to have a thoughtful interaction.

Your Commitment to Growth

What got you to where are now won’t get you to the next opportunity. Leaders either grow or they slow. The tricky part is that the more responsibilities a leader takes on, the less time they usually have available to sharpen the saw without being disciplined and intentional. As a leader, it’s your responsibility to chart your growth.

Your Transparency

Leaders tell the truth. Of course it’s not always appropriate to disclose 100% of the information to 100% of the stakeholders in 100% of the situations. But leaders go out of their way to tell their followers what they need to know without making them wait any longer than is necessary. It’s very hard to maintain credibility when followers think you’re hiding something. It’s nearly impossible to maintain credibility after your actions don’t match your words.

Your Vulnerability

In The Five Dysfunctions of Team, bestselling author Patrick Lencioni says that a leader demonstrating vulnerability is one of the best ways to build trust on a team. That means admitting where he messed up or needs help. It’s always difficult to say I’m sorry and no one wants to appear incompetent. But keep in mind, none of these revelations come as a surprise to the people on the other end of your leadership. Appropriate vulnerability builds credibility rather than erodes it.

Your Character

Ultimately, skill can make you leader but it’s character that will sustain you. Unfortunately, skills come much more easily than character. Think about it, would you rather have an employee who lacked skill or who lacked character? Your character is the sum total of the embodiment of your values. It’s not enough to have positive aspirations, character comes through both in the daily grind and the crucible.

Remember, everyone watches the leader. Being a leader is like interviewing for your dream job – every single day. Some days are better than others, but at the end of the day, each person on the other end of our leadership deserves our very best.

Nathan Magnuson is a leadership consultant, coach, trainer and thought leader. Receive his ebook Trusted Leadership Advisor by subscribing to his website or follow him on Twitter.

Watching the seminar footage, I couldn’t help but muse, “You just don’t see that every day….” It was just so… different. Contrast this with a scenario that played out a few years back on my team. I had received some feedback on a project that I didn’t agree with and had defended myself a little too aggressively. The next day, I decided I owed my team an apology. Even so, I remember pacing in my cubical for several minutes before I could muster up the will to admit I’d been wrong.

What is it about apologizing that is so difficult? And what makes it so important – in terms of cultural capital, influence and effectiveness?

Here are my observations.

Leaders Set the Standard

Gruenert & Whitaker wrote, “The culture of any organization is shaped by the worst behavior the leader is willing to tolerate.” Sometimes the leader is the one with the bad behavior. Apologies acknowledge the standard for good behavior.

We All Have Room to Grow

Dale Carnegie said, “If you are wrong, admit it quickly and emphatically.” The bottom line is we all have room to grow, which means we’ll all make mistakes from time to time. It’s often not the mistakes themselves (both unintentional and poor behavior) but how we respond that provide the largest opportunity for growth.

Authenticity Matters

It’s been said that oftentimes our followers are more impressed with our weaknesses and failures than they are with our successes. For one thing, our struggles can seem more relate-able. When we apologize, we relate on a very human level. In doing so, we invite the people around us to view us not as their leaders but as their equals.

Lead By Example

When I was growing up, my parents would occasionally apologize to us kids. I can’t remember any specific occasions, but as I’ve gotten older, I wonder that it must’ve taken some serious willpower. I think they decided it was important to set the example that when we’re wrong, it’s our responsibility (even theirs) to make it right.

Improve Behavior, Improve Performance

In their book Thanks for the Feedback, Douglas Stone and Sheila Heen point out that when you are the problem in a given situation, you actually have the most control over improving the situation. When you change, the situation changes. When we recognize that we’ve been the problem – and apologize for it – not only does the situation improve but those who oppose us now have a reason to support us in following through.

Unhindered Teams Win

In his book Leading with the Heart, basketball coach Mike Krzyzewski talks about the effectiveness of teams built on trust and a radical commitment to the collective whole. In the sport of basketball, time is precious. The longer any one team member is wrong, the longer the whole team suffers. In most organizations, time can easily get away from us. The quicker we can make things right with our teammates, the quicker we can restore trust, cohesion and effectiveness. I truly believe that teamwork is the next great competitive advantage.

Admitting our faults is tough – there’s no way around it. But there’s usually no sense in hiding what others are probably already well aware of. Let’s push ourselves to continue to acknowledge where we’ve been the problem and ask for forgiveness. The entire organization stands to benefit.

Nathan Magnuson is a leadership consultant, coach, trainer and thought leader. Receive his ebook Trusted Leadership Advisor by subscribing to his website or   follow him on Twitter.