Winston Churchill, the great British war-time leader, once observed, “Sometimes it is not sufficient to do one’s best – sometimes one has to do what is necessary”. And so it is with leading organisations.
The question of what makes someone a great leader has long exercised many minds, but still the debate rages. Whatever those qualities are, it is clear that we aren’t doing such a good job at producing great leaders – just look at the never-ending stream of management fads over the last 100 years, the countless books and articles, the myriad of university courses and the huge investment in leadership development programs and ask what we have got from it all. Surveys of staff attitudes to their leaders consistently and clearly indicate that the answer is ‘very little’.
From my own experiences, observations, discussions and readings spanning over 30 years, I have concluded that there are certain innate qualities which set good leaders apart. I have identified 52 of these attributes which are listed below.
For those aspiring to be CEOs, this list may seem somewhat daunting. But, to coin a phrase, these are not ‘rocket science’ – they are skills which are readily definable and learnable. In fact, with 52 in the list, why not focus and practice on just one per week and see the amazing difference after only a year?
This is a list to keep in your top drawer and refer to frequently – as a reminder of what is necessary and to help focus your efforts and behaviours. It is also a useful benchmark to assess the leaders you work with. The list is in no particular order.
- Adaptable to changing situations and circumstances
- Can handle ambiguity – is not ‘black and white’
- Is analytical – can get to the core issue quickly
- Astute people selection – does not seek clones but rather those who complement his / her skills and who won’t be afraid to challenge
- Balanced – has a life outside the office
- Challenges the status quo
- Clarity – can think and talk clearly, stays focussed
- Is a willing and available coach / mentor to others
- Shows commitment – to the business, the task in hand, the executive team and staff generally
- A good communicator- both in one-to-one and group situations, as well as in writing – in substance and not just style
- Competent in the role / level
- Confident of his / her ability but keenly sensitive to the dangers of hubris
- Has the courage of his / her convictions– particularly in troubled times, but is not foolhardy
- Delegates – doesn’t try to do everything him/herself, but expects accountability
- Is clear on his / her direction – knows where they are heading and why, and how to get there
- Has ‘emotional intelligence’ – can empathise and manage relationships with others
- Is energetic – but knows when to slow down / switch off……. (to be continued in part 2)
