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n To anticipate the knowledge, skills, competencies and strengths
that will be required to achieve the strategy.

n To be able to walk a mile in another’s shoes whether that other is
the customer, employee, supplier, colleague, distributor or
competitor.

n To understand all key players in the business environment from
their own point of view.

n To be able to create inspirational myths about themselves and
convince others to accept those myths as true. (Gardner, Harvard
2000)

If your colleagues and subordinates believe that all of these are true of
you, you are certainly a remarkably charismatic leader. If they, or you, do
not believe them to be true of you please read on and you will obtain a mass
of reliable information that will hone and enhance even the most impres-
sive leadership skills.

The pragmatic leader

A leader is pragmatic if he or she:

n Is adept at accurately assessing rapidly changing situations.
n Assesses the maturity, motivation and commitment of the team

accurately.
n Confines decision-making to those best able to make the specific

decision.
n Works to transform the organization when necessary through

evolution rather than revolution.
n Attracts followers through actions and results rather than

personality and beliefs.
n Develops skills of leadership as assiduously as others might pursue

operational skills.
n Gives direction and understands how to mould behaviours.
n Works sensitively and effectively with group dynamics.
n Focuses on the long-term goals without losing sight of today’s needs.
n Recognizes that leadership is a skill, not a gift.

I am sure that you have realized by now that being a charismatic leader
is by no means excluded by being pragmatic. The difference is that
although the key skills are by no means mutually exclusive, the charis-
matic leader who lacks the pragmatic skills can be very effective in leading
his or her team into disaster as can the pragmatic leader who lacks judge-
ment. This instrument is designed to help real leaders to develop further

“Leadership is what leaders DO!” 93