When the going gets tough, leaders get active.

When you display strong leadership traits on the job, others around you will naturally start following your lead—and this should get noticed. Whether you’re a high-level manager or a mail clerk, good leadership can have positive effects for you and your future, not to mention for the organization you work for.

“It all begins with leading by example,” says John Baldoni, author of Lead by Example: 50 Ways Great Leaders Inspire Results. “Someone who leads by example puts the organization and the work team first and is willing to handle the tough issues.”

So how does a factory line worker or an office worker get recognized for leadership?

“If you are considered a responsible person, for example, a supervisor may notice you’re ready to take on larger projects or supervise others,” Baldoni explains. “If you do that well, there may be bigger projects for you, a promotion, and more responsibilities.”

Once you’ve arrived at a position of authority, of course, it’s up to you to continually earn the respect and trust of those who look up to you.

Especially in times of crisis, a leader needs to be visible, be heard, and be there for others, Baldoni stresses. People will need to see you on the plant floor or walking the halls. They will need to hear what you have to say because any good leader speaks to the organization as a whole. A leader also must be there for people.

“Sometimes that means jumping in and lending a helping hand—being that extra person to help get the job done,” he says. “A leader’s job is always to provide resources to the team so they can fulfill their goals and objectives.”

To hone yourself for a leadership role, Baldoni suggests that you:

• Set the right example. Become clear about what the organization needs you to do, and then start doing it.

  “Setting the right example is about doing what is right for the organization,” he says. “This rule is so basic we sometimes overlook it—most people can think about leading by example, but it’s doing it that matters.”

  You should also aim to set clear expectations, learn to communicate clearly, and delegate responsibility and authority.

• Act the part. “To start acting the role of leader, you’ll have to be willing to get out of your skin and connect with others,” he says. “Demonstrate your authenticity. Show people you’re the real deal. Leaders are the ones who act, the ones who make things happen.”

  There’s an implied contract in taking on a leadership role, Baldoni adds. If you are to be a good manager, you owe it to the organization to do your best job even in times of crisis.

• Handle the tough stuff. “There is no shame in being knocked down. What matters is what you do to get up,” Baldoni explains.

  When the going gets tough, the leaders get active, he adds. They diffuse tense situations. They demonstrate resilience. They persevere in the face of obstacles. They also make the tough decisions for the organization and for the team.

  By displaying behaviors such as these, you will empower the people around you to follow suit.

• Put the team first. In times of crisis, leaders must demonstrate urgency and do the right thing.

  “You can say all the right things,” he explains, “but unless people see you do them—make those hard choices, stand up for your team, and demonstrate courage—they will go along with you but they won’t always follow you.”

Polly Turner spoke with John Baldoni, author of Lead by Example: 50 Ways Great Leaders Inspire Results. New York: AMACOM , 2008, $21.95.

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