I was particularly intrigued by an article that appeared in the Forbes February 17, 2020, online edition, written by Benjamin Laker, a professor at the Henley Business School in England. The piece is titled “7 Ways to Get the Leadership ‘It’ Factor.” Why was I interested? Because I saw many of my executive clients (and parts of myself) in his descriptions. Several of the observations I encountered are suggestions I often discuss with the leaders I coach.
Laker highlights the research and authorship of the writer, coach, mentor, leadership authority, Drew Povey. Povey’s 2019 book, “The Leadership Factor: The Seven Characteristics of Exceptional Leaders,” is an easy read, a condensing of what he has learned from his years of studying leaders and leadership.
What are the seven characteristics of an exceptional leader?
- Courage: Povey listed this characteristic first. Why? Because it is intangible, highly desired, often requires a leap of faith, and is essential.Courageous people want to make a difference. To do so, they map their course, muster their resilience, discipline, and determination. They will tolerate naysayers and find opportunities invisible to others. Steve Jobs is quoted as saying he wanted to “make a dent in the universe.” High aspirations, high stakes, enormous contribution.
Few of us are Steve Jobs but the chance or need to be courageous comes to all of us leaders on a regular basis. Exceptional leaders have a nose for new ideas and an ability to live with the accompanying risk and fears. They can envision the outcome as clearly as they see the pitfalls. They know they cannot do it alone but at times it can feel very lonely. They also know the rewards. Are you courageous?
- Curiosity: A constant mindset that asks, “why?”, regardless of the situation or times. It is not critical questioning. It is a “tell me more” request. Many of us have been through the why questions when things have gone wrong. Exceptional leaders always want the autopsy report but are curious to see the how we succeeded details as well. Was it luck? Timing? The great team? Lack of, or more, competition? If you don’t know how and why you got to where you are, how can you plan to travel that road again or add to your venture?
- Ability to Change: Exceptional leaders appreciate change is “the only constant” in their work. Without it, growth is impossible. Challenging the status quo is an essential part of everything and everyone they lead.
Quality leaders know most people initially resist change. They also understand it is their job to paint a picture of the future and gain buy-in from those who will be involved. If people are change or risk adverse, there is no future. We can all name organizations that resisted or ignored changing with the times. We also know what happened. Kodak comes to mind.
- Charisma: I watched, read, and listened to way too much media around the recent election. I was bored by most. Then I heard Barack Obama. Shirt sleeves rolled, leaning on the podium, alternating his words and tone between being a preacher, a professor, and a politician. He slipped in some personal bits to show he understood the listeners. “I was raised in Kansas by my Grandparents!” He mesmerized and motivated the audience with his charisma. With it, he got his message across, and made people think they had a choice.
Are charismatic people born? Some. Most are created. It takes personal insight, time, and determination. Charismatic people focus on the positive and optimistic, even when the situation is far from good. They have a contagious energy. Some are naturally extroverted, but an introvert can have a certain quiet charisma.
What Povey learned when studying exceptional leaders is their charisma showed “an interest in the needs of others.” So many wanna-be leaders fail to realize this is essential. The ones who do are most likely to reach their goals and dreams.
- Connection: Keeping an interest in what others think. Leaders understand the human element of connection and bonding. We see this in buddy-in-the-foxhole movies, observe it in schoolyards, and can probably remember those tight relationships we have made and kept over the years. Exceptional leaders know the value of connections and keeping them. Their language talks about the employees and the customers. They use “we” more often than “I.” Their actions create loyalty and understanding. When times get tough, they can rally the group and sometimes ask for extraordinary things from the team. Achievements are celebrated at all levels in the organization.
Povey suggests you map your work relationships. How diverse is your group when it comes to levels in the organization, ethnicity, gender, sexual orientation? Do you know the people who make your work easier and better? Are you visible and available? Do you care about your people, and do they, in turn, care about you? How do you know?
- Confidence: Many leaders have confidence in themselves. Whether it has been earned is another topic. Povey researched the way leaders develop confidence in others. They do it by “building belief in those they lead.” Exceptional leaders empower staff, voice their potential, want the best for them, and have trust in them. There is little room or desire to micro-manage. Employees feel confident because they know their supervisor is confident in them.
Many leaders, managers, and supervisors miss important opportunities to share their confidence in-person during the performance evaluation process. It is the perfect time to formally express confidence. Best demonstrated with recent examples, indicating, and saying you trust and are positive about them and their work.
- Collaboration: Laker sees this as “greater synergy and alignment.” Studies tell us those two qualities lead to higher performance than if there were a group of individual contributors. Can it be challenging for some leaders? Absolutely. Their competitiveness, natural and behavioral, can prevent high-functioning teams from reaching their highest potential. Conflict and disagreement become the norm for how the group operates. For the less than stellar leader, giving credit to another, or a team, feels like losing or an unnecessary accommodation. Exceptional leaders understand they cannot succeed alone. They rely on the talents and efforts of others. If they cannot lead this way themselves, they become poor examples for those who report to them. If they can establish an environment of collaboration, they are better set to get the most from everyone, which leads to quicker decisions and project completion.
Collaboration is learned. We teach pre-school children to share and interact within the group. It isn’t that different for adults. People always need a teacher to lead them, an exceptional leader understands that.
Courage, Curiosity, Ability to Change, Charisma, Connection, Confidence, and Collaboration are the building blocks of exceptional leadership. Some come to them easily, most work hard and continuously to achieve and enhance their skills. The rewards are many. The satisfaction and legacy can be immense.
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