Interestingly, these qualities closely mirror the fundamentals of powerful and credible leadership found in the best of today’s business leaders. Nelson understood that, to engage in difficult tasks, men and women needed to form an engaging loyalty to their leader. This loyalty would only come when the leader had proven his capacity to motivate, inspire and effectively engage others, thus creating a belief system for success that both the leader and his would-be followers embraced. But what is a “belief system for success” and what are the vital components that make it work?

Nelson often went to battle with less equipment [ships and gunnery] and fewer men than his opponents but had the unique ability to convince himself and others that this was not always a disadvantage. He was legendary for his ability to train his crews to the highest standards of performance and to clearly communicate the task at hand while listening carefully to the ideas and concerns of his line captains. When he had finished preparing for battle, everyone knew the goal and understood the role they must play individually and collectively to assure victory. This is at the very heart of credible leadership. It suggests a visionary, inspirational leader surrounded by involved and engaged companions rather than an exclusive group of managers who rule by divine right alone or a single figure who dictates his plan without consideration for the opinions of others. It is a system of consensus building and idea generation followed first by careful planning and preparation and then by brilliant execution, with well thought-out course correction if needed.

In a recent meeting with her employees, a CEO talked of the great success her health food products company was having. She reflected on the company’s simple beginnings a decade before and went on to map out the challenges for the future. She openly acknowledged the significant past contributions of many in the room and verbalized the need for everyone’s input in helping to guarantee future success. Over the years I have heard hundreds of similar speeches, but this one, along with only a few others, had the Nelson touch. Clear, honest, humble and inspiring, it enrolled the listeners in a cause greater than themselves or anyone’s personal agenda. It spelled out the need for the leaders, including the CEO, to act, talk and teach with both personal accountability and genuine concern for the good of their employees, not just the good of the organization. It reminded everyone that the strong bottom line would only be sustained if it was a part – not the whole – of the company’s focus and that everyone deserved to share in the rewards of success. It engaged the human spirit of many rather than simply imposing the will of one.

It has become tiring and de-motivating to hear so many accounts of controlling, egocentric leaders whose technical skills within their discipline may be exemplary but whose lack of vision and inability to enroll others in that vision often lead to short term gain and long term organizational paralysis. While it may cause discomfort for some to use terms such as compassion, integrity, vision and inspiration, it remains true that leaders who possess such qualities are usually followed by loyal, dedicated associates who stay with the organization through times of trouble and add immensely to a rich vibrant culture. The vast majority of those who served with Nelson through endless periods of mundane inaction and through fierce and bloody engagements spoke of him in almost mythical terms for the rest of their lives. His obvious faults and failings were understood and accepted. They knew his feelings for them and they reciprocated in a conscious and emotion-driven belief system for success that had at its centre his leadership qualities. He, in return, knew that each person who served with him, from captain to cabin boy, could be persuaded and directed to grow into the person they were most capable of being. They could reach their highest potential and it was his responsibility and duty to make sure they did.

So much of leadership today is about business results, as well it should be, but how much more could be accomplished by those with the wisdom and foresight to recognize that leaving a legacy of outstanding values and principles is equally as important as one of improved profits. Sustaining future profitability through years of increased competition and ever-changing technology and innovation may well depend on this simple truth.

Are these key skills intuitive and therefore found only in a gifted few or can they be transferred and learned by almost anyone with a strong desire to acquire them? The answer in both cases seems to be yes. Those who posses these skills appear to enjoy a distinct advantage in becoming great leaders, but evidence suggests that those who consciously work at acquiring them can also master the art of becoming the “Nelson” of their organization.