As a leader, you will get the best results for the least amount of effort if you work with those who are in tune with your ideals. You would be wise not to give a disproportionate amount of energy to those who are not in tune. Creativity cannot thrive where too much effort is devoted to merely holding the line.

If you develop a nucleus of people who work well with you, and who work well together, others will be drawn in by the magnetism they generate. The stronger the vortex of positive energy, the greater is the creative flow. This is the opposite of the well-known saying, "A chain is only as strong as its weakest link." True, if you are working with a chain you'd better see that every link in it is strong.

In working with individuals, concentrate on helping them to develop their natural strengths. Many think they help others by pointing out their weaknesses. Generally speaking, however, people improve more by magnifying their virtues than by brooding on their shortcomings. In concentrating on their faults, they tend to allow their energy to be absorbed by negative thoughts, such as discouragement and insecurity. Soon there is no energy left for creative self-development.

Only in creative expansion of awareness is it possible to deal with inner weaknesses effectively. When people are encouraged to concentrate on developing strengths, they soon give off positive magnetism to battle the faults. As a man of wisdom once said, "Don't try to banish the darkness by beating at it with a stick. Turn on the light, and the darkness will vanish as though it had never been." Select those with whom you work closely for their qualities of selflessness, of putting the good of all ahead of their own personal interest. Don't worry too much about negative energy, if it arises - unless, indeed, you are conscious that a crisis is actually looming. For negativity, generally, has little cohesive power compared to the magnetism that is generated by those who put out positive energy, and who set good examples.

If emotions become stirred up against you, the best course is not to counterattack. Reason, moreover, will not often work in your favor. Once aroused, emotion abhors reason. Better wait, then, for emotions to cool - assuming that the issue can be shelved for a time. Meanwhile, go along with the feelings that have been aroused. Show people that you are listening to them, as indeed you should be. A good technique, if you can manage it without sacrificing sincerity, is to tell them, "Maybe you are right." After all, to say so doesn't necessarily commit you.

For yourself personally, as a leader fear praise more than criticism. For the snare into which too many leaders fall is not criticism, but flattery. Never court popularity. Be concerned with issues, with causes, with principles, more than with popular acclaim.

In matters of leadership, never speak from your personal likes and dislikes, and especially not from a level of emotion. Speak from a sense of justice, of what is right and true. There is nothing so likely to win you disrespect from your subordinates as any uncontrolled display of emotion.

When dealing with individuals, put any prejudices you may have resolutely aside. Think of others with empathy, as their sincere friend. Try to reflect back to them that judgment, that advice, from their own higher self which they may be too confused to perceive themselves.

Remember, finally, that the best achievement is always done through inspiring people, never by driving them to work.

Excerpts from The Art of Supportive Leadership: A Practical Guide for People in Positions of Responsibility by J. Donald Waters, published by Crystal Clarity Publishers (ISBN 1-56589-140-6), 800-424-1055, www.crystalclarity.com.