“At higher levels (of an organization) all leadership problems are behavioral.” This is the belief of well-known and highly recognized, executive coach and coaching leader, Marshall Goldsmith. He is the author of the best seller, “What Got You Here Won’t Get You There.” Marshall and I agree that at leadership levels everyone is smart, educated, and experienced. They may be a leader; however, it’s the way they act and treat others that can get them into trouble and compromises their leadership abilities. This might be you.
The fact is few people are natural leaders. The good news is most of us can learn to be a leader or become better at it. Following are some of the qualities most great leaders share in common.
Leaders understand the difference between managing and leading and are cautious to spend more time and energy with the later rather than the former. They hire managers.
Leaders focus on solutions. Sure they can spot a problem (though they often rely on people in the trenches to uncover them) but they don’t stop there. They understand that fixing, or better yet, improving a situation, must occur under their direction and guidance.
Leaders think forward. They respect the lessons of the past but spend most of their time and energy looking to the future, the next level or innovation.
Leaders lead thought and people. They see the two aspects working in tandem. Granted they might be better at one than the other but they are more than competent and always working to improve both.
Leadership skills are visible in all aspects of their lives. Leaders instill a sense of confidence, competence, and trustworthiness in everything they do, which is why they are often asked to be on not-for-profit boards, social club committees, political action groups, and education initiatives.
Great leaders appreciate there is always the right leader for the time. If they are a change agent, they may not be best suited for a distressed or failing situation. There are times when short-term solutions are essential and others when a long-view is required. Leaders know what they do best and are excellent selectors of talent to fit situations. They know when to step up and when to step aside.
Great leaders welcome innovation and new thinking. They’re hesitant to knock any idea until they’ve heard the pitch. They enter without prejudice, only with experience, and they admit experience is historical and may not be relevant for the future.
Successful leaders have a clear and consistent message. The bigger their idea the more succinct and specific is the communication. They know how to tailor the information to the audience in such a way that everyone hears the same message and hears it frequently.
Leaders spend more time thinking than doing. They are careful not to get tangled in the weeds or sidetracked with every day distractions.
Leaders encourage others to think by not always being the one with the answer rather the person with the deeper questions.
Leaders have an eye and ear for people potential and are able to see it in individuals and teams, and take risks by promoting or giving some a special project or new exposure.
Leaders think fast and slow. As Nobel Memorial Prize in Economics winner, Daniel Kahneman, details in his book, “Thinking, Fast and Slow,” these high functioning individuals are slow to judge but able to make quick, precise decisions during an emergency, relying on their experience and their teams — at all levels.
Top leaders are often fast intuitively and emotionally, yet slow, more deliberate, and logical. This is another belief of Kahneman.
Competent leaders collect data from a number of sources and encourage contradictions and dissent.
Successful leaders properly frame problems and risks. They have context and understand what is really important.
Accomplished leaders are aware of their biases and are cautious when they know they could be swayed by them and work to overcome them.
Leaders appreciate the power of effort in themselves and others. They know most things worth fighting for take considerable time and energy. They believe in earning privilege.
Leaders show their personalities but do not let them drive decisions or relationships.
Mature leaders monitor their behavior and understand how the way they act towards others influences and could sabotage everything.
If most individuals’ leadership issues are behavioral (which I believe is true and see daily), it is important we identify those behaviors that lead to positive thoughts and actions. I have listed some of the most important ones — focusing on solutions, knowing when to think slow and when to speed up the decision-making process, understanding who and when someone is right for the job (including yourself), consistency and frequency of message, and looking for and recognizing potential in others. All of these traits are not necessarily innate — they can be learned, learned by you.
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