For many of us, being a leader is often an unnerving experience. Guiding and dealing with people issues is often a very challenging task for leaders, managers and supervisors. Some of us may even feel as if we have been dumped into a trackless desert where people await our leadership direction even before anyone has handed you a map. Here are some signposts to assist you:

Originality
Do not try to 'copy' or emulate other leaders, managers or supervisors you know. You can only be confident that your decisions will hold in times of pressure if you remain yourself. Develop your own personal and individual style of leadership.

Initiating Change
When you start on something new or initiate a change, do not be a 'new broom' that immediately tries to sweep away all previous procedures. Reassure your staff that it will be 'business as usual' at least until you get the lay of the land and have a clear idea of what is needed. This will ensure any change you implement is effected smoothly.

Information
Observe, ask questions, be a good listener, solicit input, and let people know you are open to being informed of problems. By having regular dialogue with your colleagues, peers and subordinates, you will get a better grasp of the issues and make more meaningful decisions and solve problems in creative ways that will ensure success in the workplace.

Visibility
Many leaders overlook the value of MBWA (managing by walking around). Move around among your staff. Find ways to get to know them. If necessary, create reasons for contact so that you can establish good two-way communications. This will give you invaluable input.

Policies & Procedures
Identify priorities, put yourself in a position to know what needs to be done without having to depend on others to give you information that is actually already available to you. Always look at policies and procedures from the point of view of those affected by them. Are they friendly and helpful?

Career Guidance
Do not use sources like this article to get information that is available in training materials and procedures manuals that you will be expected to have read. Turn to your human resources for information that will not be available in writing. Particularly, get clarification on the extent of your authority and your responsibility, where the ball is yours to carry, and where it must be handed off. Also, seek information about any 'political' problems or inter-departmental concerns.

More importantly, engage the services of a personal Career Guidance Consultant to bounce off ideas as well as develop work and life strategies. With more frequent change of jobs in a lifetime, bosses are unlikely to give counsel, which an effective Career Coach can do.

Build Teams
You are not a lone ranger, and your staffs are not office attendants and assistants. Treat them with respect as your allies and partners for workplace success. Early in the game they probably know more than you about many aspects of the job. While you will need to establish your authority, you also need to empower your staff as members of the team.

Fairness & Consistency
Discover for yourself the strengths and weaknesses of your staff. Beware the eager beaver staff member who tries to fill you in on everything and everyone everyday. The information they give may be filtered and self-serving. An effective leader is fair and consistent in his or her dealings with the team members. Be clear that when you seek information and advice, you are not handing over the reins. You are simply gathering additional data for use in your decision-making process.

Communication
Let your staff know that you will keep them informed whenever possible, and build trust that you will avoid surprises whenever it is in your power. Encourage them to seek clarification when necessary. Let your staff know that you care about them, and above all, that when they speak with you they are heard.