Success is not always an inherent trait. Often, in a business setting, office workers will exhibit the potential to succeed and even the drive but then fail to reach their goals.

They might know how to do the work you need them to do and possess the required skills and abilities. Yet, there's something missing. They don't quite hit the mark on projects, perhaps because they don't know where the mark even is (e.g., they don't know the expectations). They have the skill and the drive but not quite the vision or insight to achieve the desired results. They try and try but they keep failing. 

That's where you come in. If you are a leader in business, there are several key traits that can help employees to extend beyond mere skill. It's true that leadership is one part inspiration and another part motivation, but it can be even more than that.

Often what is missing is your influence in the following areas. 

You provide the insight

What is the goal of every leader? I believe it is to provide insight. That meaning of that word is quite powerful in a business setting--it means to have deep intuitive understanding. Bingo. Every leader with insight draws a crowd. People want to know where things are heading and how to get there. You have to be that person.

You see who the person will be not who they are

Great leaders actively encourage their employees and describe a future scenario where success is a given. It works like this. You explain where the project is heading, and then you describe the type of person who, in that future reality, will complete those tasks. You paint a picture of future potential. Then you help employees get there.

You listen

The best bosses know how to listen. Why is that so critical to success? As a leader, your employees will describe to you what is lacking in their own vision, where they will miss the mark, and what is lacking in their own gameplan. The best bosses fill in the gaps when they see them (and hear them). They are gap-fillers.

You get out of the way

It's interesting how leadership works. It's so important to be the person who provides the incentives (e.g., the paycheck), offers the encouragement, and directs the path of your employees. You do this not so much by leading the way from the front (and receiving the accolades) but by getting out of the way. You lead from behind.

You fan the flame

When you encourage employees--when you see that as your primary role--it's amazing what happens. You don't get the credit. The employees reach new heights. You fan the flame of their own achievement. And yet, you bask in the glow of their success. There's nothing quite as rewarding as seeing others succeed in business.