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Organizations that are crystal clear about how to hire front-line staff routinely botch their selection of senior leaders.
This isn’t intentional. Their choices might look attractive—at first.
But just because a tree looks strong doesn’t mean it’ll bear good fruit.
Why?
Poor leadership selection happens for a multitude of reasons. Often, it is due to not taking the time to be clear about what the role needs. Also, there may be the belief that someone has earned the position due to loyalty or longevity.
Both are poor reasons to select a leader.
Whatever the reason—the cost of a poor decision is high.
And by high, I mean dramatically so. The wrong leadership decision could result in:
This translates into financial consequences. It limits progress towards your goals or mission.
Poor leaders will consistently direct time, energy, resources, knowledge and relationships away from the purposes of the organization towards the issues they generate.
Senior leadership selection is a “key hire” process. It’s worth taking the time to make sure you’ve chosen the best available.
These twelve traits are universally applicable, across industry, size or age of organization. Look for these traits in the past experience, reputation and success of the people you are considering.
As the saying goes: Past experience is the best indicator of future performance.
You can do this by screening for these 12 specific leadership traits:
1. Active leaders/initiators:Good leaders actually lead. They bring about direction, clarity, and focus. They ensure that issues are addressed, projects are started, progress is tracked. They bring things to appropriate conclusions.
2. Easily manage priorities:Time management is priority management. A leader who manages time well will also be clear about their priorities and can make their priorities clear. A leader who doesn’t manage time well won’t be clear about their priorities or the priorities of anyone else.
3. Manage to outcomes: Good leaders stay focused on priorities and what is supposed to be accomplished. They don’t confuse activity or being busy with productivity.
4. Integrity and credibility:Credibility is a leader’s currency. If a leader’s instincts, intent, capacity, and judgment are trusted, there is little they can’t accomplish. If any of these are doubted, the leader is his or her own worst enemy. A good leader actively builds and generates credibility. Never select a deceptive person or someone who doesn’t follow through.
5. Technically interested and literate:The best leaders know how to talk to their teams in language the teams use. They don’t need to be experts in the technical details. But good leaders demonstrate the curiosity and humility to learn to talk to and understand their team.
6. Effectively addresses conflict and weirdness:Good leaders deal with issues in a way that both preserves the dignity of others but is also decisive. They don’t sweep things under the rug, they don’t hope it’ll go away or fix itself. If there is an “elephant in the room,” it is dealt with.
7. Create clarity:Good leaders ask clarifying questions. Their expectations are clear. Their vision feels both lofty but tangible. You know what they are talking about. They are willing to explain themselves until others understand. They have a low tolerance for ambiguity. They know that in the absence of clarity there is confusion or conflict. If clarity doesn’t exist, they create it.
8. Ambitious humility:The most effective leaders combine a high level of ambition for their organizations with personal humility. These leaders are driven, motivated, willing to make hard decisions, but they also care about others, are teachable and able to be corrected. They don’t see their position as being “over” others but instead see themselves as facilitating the success of others.
9. Forge unity:The best leaders will always find a way to accomplish mutually beneficial results. They resist factionalizing. They don’t engage in turf politics. They understand (or insist on identifying) the core mission, the purpose of the strategy of the organization and align their efforts towards that. They work to bring others into alignment as well.
10. See growth and opportunity:This has to do with perspective and mindset. Growth: Most people think in terms of maintaining a status quo. Or don’t believe their choices can change things. You need people who pursue growth and improvement. Opportunity: You need senior leaders who can find the opportunity in tough situations and don’t miss the right opportunity in good situations. Not many people can see opportunities. Most people see challenges.
11. Resilience:Resilient leaders aren’t dumbstruck, shattered or shut down with challenges, adversity or failure. They know how to summon resources, reflect on what was learned, recover their footing and move on ahead. They are stronger for the experience.
12. Teachable:The very best leaders are always learning and are open to correction. As a result, they’ve probably developed a high level of competence and confidence in a number of areas. However, they still remain open to learning more and being taught more. They know how to manage and consider critical feedback. They don’t let pride prevent them from listening to others.
The benefit
When your new senior leader gets his or her shoulder under the organizational burden, everyone should feel the benefit of their effort. They should meaningfully contribute to “lifting the organization up.”
The right new leader brings ideas, energy, solutions and connections. They make things happen. They make your job easier. They help others succeed.
Why hire a senior leader whom you have to carry?
Use the list above. Look for clear signs of all 12 traits.
When working with new or junior leadership positions, you should expect some gaps. Have a plan in place for helping your leaders grow to close those gaps.
But for a senior position, don’t compromise.
Senior leaders should lift the load, not be the load.
Photo source: istock
 | Christian Muntean is a seasoned expert in fostering business growth and profitability. With a Master's degree in Organizational Leadership and certifications as a Master Coach, Certified Exit Planning Advisor (CEPA), and International Mergers & Acquisitions Expert (IM&A), he guides entrepreneurial leaders through growth, succession planning, and exit strategies. He is an accomplished author of three books, including Train to Lead. Christian resides in Anchorage, Alaska, with his family. Learn More » |
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