Average leaders will never create a great culture

Improve your communication skills as a leader by reflecting not on how others are performing for you but on how working with you makes other people feel or if your questions make them feel more valued and self-confident, writes Shari Harley, founder and president of Candid Culture. Harley outlines four ways to build confidence in others, including expressing gratitude, asking for feedback and implementing the good ideas others offer to you.

Put it into practice: Another way to build your team's confidence in your leadership is to admit when you're wrong, Harley notes. "Strong people admit mistakes; weak people don't."

When he was in college, Calvin Butler, the CEO of Exelon, got his first taste of leadership when he led a group of Black students to meet with the administration after a White supremacy group distributed fliers on campus, an experience Butler says helped him learn to be inclusive. "And as an organization, one of our driving values is that we will lead with diversity, equity, and inclusion; we will show up in our communities in that way, and we embrace opportunities for all," Butler says.

Self-help author Jim Murphy has seen his book "Inner Excellence" skyrocket to the top of Amazon's best-seller list after Philadelphia Eagles wide receiver A.J. Brown was spotted on camera reading the tome on the sidelines of a playoff game last weekend. Brown says the book helps him refocus, adding: "It also says if you're humble, you can't be embarrassed."

I have worked with many mediocre managers over the years, as I suspect many of you have as well. They're easy to spot. They keep canceling or moving your one-on-ones. They're never around when you have a question, or worse yet, they have no answers when you have questions. They arrive late and leave early. They have no new ideas to help you, or they reject your ideas out of hand. Worst of all, they have no idea that they're a poor manager.

These situations only change when you have a higher level of leadership that is willing to hold such managers accountable, provide the training they need to improve and create a culture that embraces feedback and growth.

As Alain Hunkins notes: "A willingness to maintain mediocrity is a risk that organizations can no longer afford to take."

What do you do, though, if your upper management isn't willing to do any of those things? As Shari Harley advises, this is the moment you begin to work on yourself. You start to ask your colleagues or direct reports for their ideas and feedback, and you take action on them. You express your gratitude to them and admit when you make mistakes. In short, you become the change you want to see. Who knows, one day, you could become your manager's role model. If not, there are always other jobs where managers will appreciate your skills.

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