Hundredsof books, articles, and podcasts are published each year offeringthe answer to the question: How do I lead well?

To really grasp theprinciples of effective leadership that will lead to results, one primary lesson that many of those books and podcasts won't teach comes down to one short sentence:

Leadership is aheartmatter. Ifthe heart is not right, your leadership isn't going to be right.

The heart of a leader has to be focused on serving others first. This will reveal the leader's true intent. It is not a heartmotivated by self-interest, status, position, or power. It's a heart that is driven by service and the overarching life philosophy of "How many lives can I impact for the better?"

To that end, there are things to being a good leader that just cannot be ignored. If youare too busy to put these practices into daily motion, it may be time for a leadership tune-up. Here's what I would recommend to get you running on all cylinders.

Many autocratic managers viewfeedback as a threat to their power, self-worth, and position, which explains why they are opposed to it and often reactfearfully and defensively to feedback. Great leaders, on the other hand, viewfeedback as a gift to improvetheir leadership so they can serve others and their mission better. Theyvalue truth and honesty and diverse perspectives for betteringthemselvesandtheir businesses. Even when feedback is negative, it prompts an exercise in curious exploration to find out where things went wrongso that it doesn't happen again. This is setting your heart right.

So many high-level managers get caught up in situational dramas in whichthey're typically the main character. Sincetoxic fear or insecurity and false pride operate in tandem to protect their self-interest, ithijacks their thinking and potential for healthy relationships. Great leaders don't react to people or situations, theyrespondto themby being quick to listen and understand. They apply self-awareness and curiosity to get varied perspectives and won't get riled up or let their emotions sabotage their thought process. They takea step back, assesswhat happened, and get clarity before their next move. Whatever that next move is, their integrity steps in to end a conflict, help others, and make things better.

When fear,uncertainty, and lack of direction permeates the workplace, you begin to see fewer risks being taken and fewer problems being solved.Team members need to feel psychologically safe tobe at their best. To create a safeenvironment for your employees, managers need to do what great leaders do consistently well: pump the fear out of thework environment. First, honor your team'svoice by allowing them the space to present ideas and express objections. Second, invest in theirsuccess and regularly communicate that their development is a top priority. Finally, sethigh expectations forteam members by giving feedback that ensures they know how valued and valuable they are.

The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

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If You're Too Busy for These 3 Things, Your Leadership Skills May Need a Tune-Up - Inc.