CEOs often forget their job is to lead people into the future, rather than succumb to the tyranny of today's tasks.

Shirlaws coaches know that when the pace hots up, in both large and small businesses, many CEOs disengage from the very colleagues who could help. Some CEOs vanish behind their office door to try and do everything themselves - a recipe for a heart attack. Others become dictatorial, pushing harder and harder to tell people what to do, mistaking this ploy for visionary leadership.

A quick look at some big leadership names shows how some great achievers have found other people to complement their skills. Willie Whitelaw balanced Margaret Thatcher's strong opinions while Bill Gates's colleagues balance his extreme geekiness.

Chef Jamie Oliver demonstrates not only clarity, strong views and passion - vital in any CEO - but also an inclusive attitude to lead and inspire others.

Many leadership skills shopping lists purport to answer the question, 'How to be a good CEO?'. The CEO trying to develop good leadership skills by relying on theoretical models might be well informed but the real test lies in their effective application - and that is only judged by others.

CEO measures of success

• Run today's business - am I getting the job done?
• Create tomorrow's growth - am I laying the foundations for future success?

Shirlaws coaches always consider the qualities of a CEO within the context of the CEO's job because these two aspects are so closely interwoven. For instance, the business might be a turnaround, new start up, or in a phase of massive growth.

While we know the specific skills to be effective in these different situations vary, Shirlaws coaches believe three good leadership skills are inarguable in all situations.

• Forming trusting relationships with members of the senior team - and more, to facilitate team members in forming trusting relationships with each other.
• Listening by walking the job with customers and staff to find out what's going on - where are the problems and opportunities?
• Giving direction because people want to hear you say, ‘I'm behind this and want to see it happen.'

If you can't develop these relationships in real space, use modern technology to help you overcome the problems of geography.

‘Too much distance makes leadership - like pornography - just a mechanical act.' Warren Bennis