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Characteristics

Self-awareness. Taking the Myers-Briggs personality test is only a start! The Emotional Intelligence Quotient, popularized by Daniel Goldman, and Marcus Buckingham?s command to draw on your inner strengths, are also important ways to begin understanding yourself. One of the best pieces of advice I received was to never blame someone else, or the circumstances, for your failures, but rather to analyze what I did or didn?t do to allow the failure to happen.

Authenticity. Look at any leader you admire. 

One of the traits you will likely see is their ability to empathize and connect with colleagues. Many of the most successful leaders share their personal vulnerabilities and lead with their heart as well as their head.

Being passionate about your work and agencys mission can be part of this and is closely tied to the next three characteristics?

Reputation . Would you follow someone you knew had little to no knowledge of your agency?s mission or policy domain? This can often be the case when political appointees take charge of an agency.

Having the right professional skills and credibility in the eyes of your peers, employees, and stakeholders is an important element for effective leadership.

Yet, there are ways the uninitiated can succeed just look at Charles Rossetti?s leadership of the IRS in the 1990s.

He was the first non-tax lawyer to head the agency and led a successful turnaround. But it?s rare. Just look at the heck of a job? done by past leaders of the Federal Emergency Management Agency and how their reputations colored their leadership?

Ethical behavior. It?s a question you wouldn't think you have to ask but you do: 

Can your employees, and those for whom you work, trust you to do the right thing.

The best leaders solicit feedback from those above and below them in the chain of command, always seeking to establish trust and, as a result, the ethical standards for individuals and the organization.

Willingness to listen . Listening is a skill (a skill not easily mastered). It is more than just hearing someone else talk, it is a casting aside of the ego to allow oneself to sincerely care about what another has to say.

Virtually all of the most senior leaders I have met are master listeners (and, by extension, learners). Fortunately for all you talkers, there are plenty of training resources on this topic.

Ability to communicate. Creating effective ways to communicate your vision -- directly, through incentives or through symbolic acts  can be one of the most powerful elements of getting action on key priorities.

The Reinventing Government effort in the 1990s, led by Vice President Al Gore, relied not only on his speeches at events but also a set of principles . He got people to adopt these principles by sponsoring an award for teams of feds who lived up to these ideals.

He called it the Hammer Award, named so to symbolize the breaking down of bureaucracy. It became a powerful symbol that communicated his vision to the front lines of government.

Optimism. A ?can do? positive outlook  even in the face of immense challenge  is often a defining characteristic of a good leader. I used to work at the Government Accountability Office, so I didn?t come by this characteristic naturally.

But with constant urging from a wonderful leader at the National Performance Review, Bob Stone, I learned the value and power of optimism. He was perennially optimistic about everything and seemed to be generally right.

In fact, he called himself energizer in chief,  adopting the Energizer Bunny as his spirit animal. With this philosophy, things I thought were not possible actually happened, oftentimes because we started from the premise that they could!