Throughout my career, I’ve had the privilege of working with a spectrum of managers and leaders—some great, some mediocre, and some downright poor. The distinction between managers and leaders is a fascinating topic that deserves its own article, but we’ll touch on it briefly here. The following suggestions, distilled into five basic and actionable points, are for those who, by virtue of their position, are expected to lead and inspire.

1 – Be respectful of those around you and those you manage (remember you were there once yourself).

It’s common for people in leadership positions to forget what it was like to be in a subordinate role. They sometimes become arrogant, condescending, and demanding, neglecting their responsibility to those they lead.

A simple example of this is punctuality. If your team has organized a meeting and you have committed to attending, show up on time. Additionally, pay attention during the meeting; don’t spend the entire time staring at your phone or laptop. This behavior is rude and communicates to those in the room that you consider yourself more important than they are, which can be seen as sheer arrogance.

2 – Don’t be a politician; baby kissers and hand shakers are not respected by your peers or those you lead.

Throughout my career, I’ve observed that “politicians” often get promoted because those above them surround themselves with “yes” men and cronies. Unfortunately, this is not leadership. In fact, individuals who have such a strong personal agenda that they only surround themselves with those who agree with them are more likely to be destructive to an organization. They contribute to a “Peter Principle” hierarchy, where people are promoted beyond their level of competence.

This approach can be very insidious and damaging to an organization’s effectiveness. The ability to execute effectively is compromised because people are promoted for their political style or connections rather than their business acumen or leadership ability. Additionally, organizational morale deteriorates as the “rank and file” perceive that the leadership team is more interested in self-promotion than in executing the business or solving existing problems.

The moral of the story? If politicians are not trusted in politics, why should they be trusted in the workplace?

3 – Make the hard choices; your peers and those you lead will respect you for it.

Remember why you are in the position you are in, not how you got there (especially if it was due to your ability to kiss babies and shake hands or because you are adept at parroting those above you). You are in your position to make decisions, especially the hard ones. Easy decisions are just that—easy—and anyone can make them. Making difficult or hard decisions requires a level of fortitude that many people simply do not have.

A great side effect of this mentality is that those who depend on you and your peers will respect you as someone who can take charge when the going gets tough. This will also foster loyalty and establish you as a mentor and trusted leader.

4 – Support your team (even if people complain about them).

Have you ever been in a position where the person in charge does nothing to support the team they supposedly lead? Most of us have experienced this at some point in our careers; if you haven’t, consider yourself lucky. Leaders who do not provide support are often the same ones who avoid making hard choices and are more interested in office politics than in accomplishing anything meaningful. I’ve often had people come to me to talk about managers who wouldn’t support or back them. This situation is rarely the result of a single person’s experience; it’s usually systemic throughout the team. Those in positions of authority who do not support or back their team will never earn the trust or loyalty of their team members. It’s crucial to earn the trust and respect of both your peers and your team to build a successful culture. Involve yourself with your team, share their concerns, show them that you are part of their team, and that you are all working toward providing the best possible solutions for the organization.

5 – Involve yourself with people who don’t agree with you (“yes men” will stroke your ego, but will never help you become better than you are) and whenever possible, people who are smarter than yourself.

In both work and personal life, the old analogy applies: “If you want to get better, play someone better than yourself.” It’s natural to gravitate towards people who seem to share your ideas. However, in the workplace, it can be challenging to discern whether people genuinely share your beliefs or philosophies. Relying solely on those who agree with you might be more comfortable, but it won’t challenge you to reach the next level.

I once had a manager who often said (paraphrased), “If two leaders agree 100% of the time, then why do we need both of them?” If someone who reports to you merely regurgitates or repeats what you say most of the time, they are not providing any value to you or the organization. They should be replaced with someone who will challenge you and bring fresh perspectives.

People will notice if you surround yourself with cronies and parrots, and they will lose respect for you. They will see you as someone interested in building a little empire of yes men.

On the other hand, if the people you put in positions of authority are capable of challenging you and providing new ideas or different information based on their intelligence or experience, you will be well on your way to creating a dynamic and successful team. You will contribute significantly to the organization and your team, and help prepare your team members to become effective leaders themselves.