Being likeable in business makes you a better leader...

Amana Walker, MD of Walkahead Ltd, says: "I’ve met some great leaders in my time.

But most of them wouldn’t call themselves ‘leaders’ (or great, for that matter) – because the job isn’t about the title for them, it’s about much more than that.

Yet the effect they have on us is profound and we are likely to remember them – and what they did for us – for the rest of our lives. What a privilege to be in a position with an opportunity to positively impact so many people.

I wonder how often leaders – regardless of the size of their team - reflect on that?

Perhaps if you’re one, it’s something for you to think about.

Some of my work takes me into sport, and that means I can take a closer look at football managers and how they operate as leaders of their squad, the backroom staff and as a role model within the club. And, I’ll be honest with you, the best examples in football are also similar to the best examples in business.

But it’s not just about what they do, it’s about how they do it, that’s what makes them special.

Jurgen Klopp, Manager of Liverpool FC is, to many, one of those people.

He recently announced his decision to leave the club at the end of the season, and the outpouring of upset (grief even) has been staggering, not just from Liverpool FC fans, or the city, the feeling stretches much wider. The comments you hear when you’re leaving your job tell you how well (or not) you’re rated.

So, what is it about Klopp – and other leaders like him - that makes us feel the way we do?

Let’s take a look.

They are passionate, they show it, and they don’t care who sees it. Klopp jumps around in and out of his pitch side box on match days, he (famously) fist pumps to the fans and he hugs his players.

He, along with many others, is not one to hold back emotionally and we love to see it.

But make no mistake, he is there to get results, and to be the best, and with his team firmly behind him, he has more chance than most of that happening.

The best leaders stand out.

That’s not to say that they are loud or extroverts, but they stand out in ways that lead to us respecting them, liking them, and wanting to follow them.

What leader wouldn’t want – or doesn’t need, that?

In my years of experience as a performance coach, I’ve met many people who have the effect that Klopp (and other great managers in sport) has. They might not be famous nationally or globally, but they’re famous to their team and community – and that’s what counts.

And here’s what we can learn from them:

It’s not an act.

If we try to be someone who we’re not, it will end badly. We have to be genuine, or the people around us will see right through it. I know it sounds cheesy to say: ‘be who you are’, but I’m saying it anyway. More importantly, know who you are, know what you’re trying to achieve and be open when you get stuff wrong. Crucially, the best leaders are self-aware enough to know when it’s time to move on. Quit while you’re ahead and pass the baton on to someone else -someone who you’ve developed and helped along the way. The best leaders don’t believe they’re indispensable, they know they are there for a limited time, to do an outstanding job, and they leave before they have to.

They stand up for what and who they believe in.

They know talent and potential when they see it – and sometimes that potential comes in the form or hunger, determination, and persistence rather than skill or experience . They give people a chance and bend over backwards to help them become their best.

But remember, leaders are there to get results, and becoming the best means no compromise - they expect their people to work hard and put the effort in, whether that’s into the job or into relationships. They’ll support you until the cows come home, but if anyone pushes their luck or tests them it could result in losing their support. Trust is important.

They are confident, and humble.

Even though they legitimately could make a big scene about their success, they tend not to because it’s not their style. Sure, they know when they’ve achieved, but rather than spending too long celebrating (and resting on their laurels) they’re off to find ways of being even better.

One of the mistakes that some leaders make is that they spend far too long talking about themselves and believing that their voice is the most important one. That’s not what great leadership is about.

They want to be exceptionally good and work hard to get there.

Success rarely comes easily, and the leaders we warm to have had nothing handed to them on a plate. They’ve earned the right to be where they are. But these people are not afraid of failing – in fact, it helps them to achieve what they want, faster. They work hard, they learn from their mistakes (Klopp’s made plenty) and they’re off again.

Moving out of their comfort zone and stretching their own performance, - even leaving themselves open to criticism, is for them, a risk worth taking.

They are ‘likeable’.

Now this looks different on everyone.

It’s important to find your point of difference, that something special, on top of exceptional performance if you want to be a great leader (or if you want to stand out). Klopp’s likeability includes his cheesy (but genuine) big grin, he always dresses casually, he’s down to earth and he comes across as one of us.

And when his emotions get the better of him, he lets them spill out and doesn’t care who’s watching.

Likeability shows up in different ways – you don’t have to be like Klopp or anyone else. But there will be something about you that people will love.

I’ve spent a long time developing the process of finding that special something, the best leaders out there have it and they all use it.

My question for you, is what’s yours - And how are you showing it?"