What are the traits of great leaders? A number of my executive coaching clients are either trending towards, or are already in, significant leadership roles. There is also another group of smart individuals who aspire to such positions.
Leading doesn’t have just one aspect. There are thought leaders, people leaders, bad times and good times leaders, as well as those great with start-ups, and others who thrive in more mature environments, product leaders, and culture drivers, to name just a few. Not everyone is good at all of them and not every position requires them to be so. The match of the right leader to the challenge at hand is essential and maybe one of the most difficult decisions a board, group head, or academic institution can make.
There is a misconception and stereotype that all leaders are broad-skilled, extroverts who rule with an iron fist and strike fear in the hearts of many. There are times when this is true but more frequently it is not. After years of observation and interaction with many types, I have come to realize there are some traits most true leaders have in common.
Here are a Few Traits of Great Leaders
High altitude view with the ability to zoom in — comfortable in the thin air of unchartered territory. A great leader takes the wide and high view of situations and zeros in on specific opportunities or problems. They are then able to delegate the details of execution and return to the bigger picture.
Create a narrow focused strategy with a message that is precise and consistent; never losing sight of the overall mission and vision of the whole. Great leaders are crystal clear as to the end game, how they are most likely to get there, within what time table and at what cost. They translate that big idea into an easy-to-understand message that they pass on to everyone.
Concentrate on long-term rewards not just short term gains. This is particularly difficult when those above them are impatient or naïve to the challenges. Great leaders know you can’t turn an ocean liner in the time or manner you right a rowboat — despite what others may want or need. They satisfy the impatient with a detailed plan of attack and measurable intervals of success. They partner with influencers who echo their message and overtly show their support.
Surround themselves with experts and executors. Smart people are sure they don’t know everything and feel no need to do so. Their talent is hiring the best as staff members and consultants, and getting the most from them. They listen and follow the advice of those they respect with no need for ownership of an idea or action.
Always have a people strategy. Great leaders see employees as a valuable asset that needs to be monitored, invested in, and allowed to grow, expand, and diversify. They value contributors at all levels and communicate praise in an open and specific way. They demand of their managers, succession plans, human capital strategies, and have a philosophy of how people are to be treated and interact with staff as they expect others to do.
Look forward without forgetting past lessons. They are able to achieve a balance between what went wrong and what the possibilities could be. Successful leaders learn from their mistakes but don’t let them haunt them or blur their vision.
Have and demonstrate the virtue of patience. Though they may appear not to be very content at the time, they are able to tolerate missteps and course corrections if the mission remains intact.
Can be flexible and not merely reactive. Because they have a clear view of the big picture, great leaders can tolerate different approaches and temperaments. There is room for disagreement and difference as long as the end game is the same. They are not responding to the crisis of the day, choosing to task that to others. This is a challenge for many middle and upper-middle managers who often get stuck in “that’s the way we do it,” outdated processes and ideas, which is why many at that level don’t rise to leadership roles.
Vigilantly watch the competition but rarely copy them. Great leaders are about new ideas and next steps, not duplication. They watch what is going on outside their world, sometimes, with good reason. They worry about “others” but doing what everyone else is up to has no intrigue and is seen as low value.
Adamant about how technology can make things happen and the new opportunities it presents. It has probably always been true but it seems more evident over the past few decades that embracing technology, at all levels, is not a choice but a necessity. While those that lead may not know or fully understand the intricacies of all the technology that is available to them, they always surround themselves with people who do. They remain open-minded, in fact, welcoming and fascinated with the potential.
Strategic always means global even if you never leave the neighborhood. Whether they are the head of a mega billion-dollar conglomerate or a small, but successful, single product company, great leaders think outside the borders, in fact, they see the world as a giant open market with an astonishing array of things to buy and sell, and ideas to embrace.
Use their time in a disciplined way. Many great leaders are very disciplined when it comes to their time — and so they should be, considering what their hourly wage would calculate out to. Probably the most important time management rule they have is scheduling time to think deeply. They also only attend meetings that have value, not just requiring face time. Many are very ritualistic with certain routines as to how they start and end their days, using tried and true practices. Their gatekeepers protect them from interruptions or time wasting interactions. They also leave enough time for casual encounters with people closer to reality.
Great leaders think strategy, breathe strategy, and live it.
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