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.
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
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Astute people selection - does not seek clones but rather those who complement their skills and who won't be afraid to challenge
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Balanced - has a life outside the office
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Challenges the status quo
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Clarity - can think and talk clearly, stays focussed
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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
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Competent in the role/level
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Confident of their ability but keenly sensitive to the dangers of hubris
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Has the courage of their convictions- particularly in troubled times, but is not foolhardy
- Delegates - doesn't try to do everything themself, but expects accountability
- Is clear on their direction - knows where they are heading and why, and how to get there
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Has ‘emotional intelligence' - can empathise and manage relationships with others
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Is energetic - but knows when to slow down/switch off
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Is engaging - and genuinely interested in people and their well-being
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Minimises the casualties from their decisions
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Maintains focus on the strategic direction
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Generates ‘buy-in' from all parties
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Humility - keeps their feet on the ground
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Has high standards of integrity - and insists on the same from others
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Intellect - has a high level of intelligence
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Exercises sound judgement - particularly under pressure
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Knows the business and its operating environment well
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Knows the questions to ask
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Is a good listener, emotionally as well
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Is numerate - can read and understand financial statements
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Doesn't ‘play games' or mess people around - ensures others do likewise
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Is passionate - about life, the business, family, other interests
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Has top grade people skills - encourages their input, values their opinions, develops their skills and is motivating, supportive, caring and constructively critical
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Is perceptive - can read situations and other people well
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Persists - when the going gets tough...
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Is persuasive - without being bullying or dogmatic
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Prioritises tasks - works on the important stuff
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Is resilient - bounces back from setbacks
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Is self-aware and self critical - knows their deficiencies and addresses them; can accept criticism from others
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Has a healthy self-esteem - but does not believe they are infallible
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Is strategic in thinking and outlook - but is also aware that successful implementation is what counts
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Is a team player - not an autocrat, gives credit to others and seeks and values their opinions
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Trusts others - but verifies what they are told
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Is trusted by others - is honest in all dealings
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Understands the ‘value proposition' of the business
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Is unwavering in the pursuit of their goals - but is aware of risks, monitors progress and is not afraid to change course when needed
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Has clearly developed and articulated values
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Is visionary - can see the big picture and read future trends
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Walks the talk - always
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Is consistent and even-handed in behaviours and decisions
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Watches the details - while delegating and not getting bogged down themself; well understands that inattention to the detail can bring them undone
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Is not afraid to admit mistakes - learns from them and moves on
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Has a degree of luck, even though it is true that we can make our own. Sometimes, just being in the right place at the right time does help!