| What Makes A Good Leader? High performance | | | | models. They listen to the opinions of trusted |
| executives focus on hiring the right leadership team, | | | | sources and diligently collect relevant information |
| developing competitive advantage, enforcing values | | | | regarding strategic decisions. As a result, they |
| and driving strategy and results. They create cultures | | | | consistently get strategic decisions correct and avoid |
| that value performance, reward excellence and | | | | costly missteps. |
| demand accountability at all levels. As a result, the | | | | 10. Appropriate focus - They focus on the |
| organizational culture is a reflection of the executive's | | | | appropriate level of work and problem solving while |
| business acumen, executive competency and values. | | | | effectively delegating, empowering and hold others |
| Our experience with over 1,500 executives points to | | | | accountable for driving tactical decisions, action and |
| the following twelve competencies and qualities make | | | | outcomes at subordinate levels. |
| a good leader and can predict if an individual can be a | | | | 11. Act like owners - They make decisions based on |
| high performance executive: | | | | the long-term health and success of the business. |
| | | | They are transparent in their decision-making and |
| 1. Work effectively with and through others - the | | | | those decisions reflect the care and concern for the |
| ability to form strong and trusting relationships and | | | | business first, the team second and their own |
| inspire greatness at the individual, team and | | | | interests last. |
| enterprise levels. They are highly self-aware and | | | | 12. Build executive bench strength - They carefully |
| adept at negotiating their social/political business | | | | select and develop the best team available. It is a |
| landscape. | | | | central duty of the high performance executive to |
| 2. Impeccable integrity - people trust in their words, | | | | develop deep executive bench strength in key |
| intentions and actions. | | | | positions through coaching, experiential learning and |
| 3. Adaptable and constantly growing - they quickly | | | | regular feedback. They continuously challenge, |
| cycle new information and adapt themselves and | | | | encourage and push people out of their comfort |
| their business to reflect the needs of the business. | | | | zones to raise their games. Conversely they are quick |
| 4. Driven to succeed and highly resilient - they never | | | | to deal with poor performers and individuals who do |
| give up and are almost impossible to discourage. | | | | not operate within the core values. |
| 5. Humble temperament - they don't have or pretend | | | | High performance executives are typically not the big |
| to have all the answers. They are self-aware of their | | | | flashy personalities often seen on CNBC, backed by |
| strengths and weaknesses. They are open to | | | | PR spokespeople looking to take credit for |
| constructive feedback and are the first to admit their | | | | everything that goes well and are quick to deflect |
| mistakes. | | | | fault when mistakes are made. Anyone can have a |
| 6. Deal with reality - They tell themselves the truth | | | | great quarter or two, but high performance |
| and own their problems no matter how ugly they | | | | executives build teams and business that have a |
| are. They are relentless when it comes to resolving | | | | legacy of consistently out performing their peers |
| performance problems, political dysfunction and | | | | over a long term. |
| business challenges. | | | | If you score high in these competencies that make a |
| 7. Lead the business - They stay close to the needs | | | | good leader it is not a guarantee that your business |
| of their customers and continuously evolve their | | | | is best in class, because other factors like market |
| strategy, products, services and organizations to | | | | conditions, how long you have been in the role and a |
| reflect those needs. They effectively communicate a | | | | number of conditions influence the current business |
| vision and drive the organization forward. | | | | performance. On the other hand, if an executive |
| 8. Create energy - they seek to limit bureaucracy | | | | scores low on the majority of these twelve areas I |
| and political infighting, empower people and nurture an | | | | can all but assure that his or her business is or will |
| entrepreneurial spirit throughout the organization. | | | | shortly be in trouble, declining or is sub-optimized at |
| 9. Solid judgment - They exercise solid judgment | | | | many different levels. |
| backed by the appropriate business and mental | | | | |