THE TOP TEN LEADERSHIP QUALITIES AS HIGHLIGHTED BY LEADERSHIP TEAMS - Full Article
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In our recent Friday newsletters, we have been focusing on individual leadership qualities and how each contributes to effective leadership and team success.
Today, we are pleased to share the full article by Yolanda MacIntyre titled “The Top Ten Leadership Qualities Highlighted by Global Corporate Leadership Teams.”
This comprehensive piece consolidates all the qualities we have discussed into one valuable resource for your reference.
Introduction
Successful Leadership is the intricate combination of multiple factors. In the 21 Irrefutable Laws of Leadership, John Maxwell summarises leadership as "influence - nothing more, nothing less." This looks beyond the leader’s personal qualities to his ability to influence others. The implications for his team, his colleagues, his up-line and his clients, are momentous. Indirectly, this also taps into his leadership character, since without having high integrity and trustworthiness, his capability to influence diminishes.??
ILD is a highly successful UK-based organisation, which has successfully taught Leadership Skills and Coaching Masterclasses in international organisations for more than fifteen years. Based on our research, we are pleased to present our collated insights to you as part of our leadership skills development. The feedback has come from over 14 000 senior leaders and managers, and offers valuable insights into why some leaders inspire passionate and devoted followers, and why others fail to ignite interest amongst their teams, and worse, often invoke negative behaviours and opinions.?
The old command-and-control style of leadership is over in this modern but uncertain and fast-changing world. It’s not enough to rely on technical skills and hard qualifications that perhaps got you to where you are now – the world is demanding a different type of leader, one who demonstrates Emotional Intelligence and the so-called soft skills. The leader who is able to build trust and relationship easily is in the best position to influence, lead and inspire others positively.
Modern leaders know they can’t go it alone anymore and need to cultivate their talent and performance and focus on developing their teams. The successful leader has to become more collaborative and inclusive.? He is not afraid to include his team in decision-making, recognising that there are times when someone else is the expert in a specific situation.?He taps into his entire team’s skills, making the whole group a unified, powerhouse of collective strengths. Individual careers, teams and organisations are boosted so much more effectively if the whole team is lifted with them. ?
Quality 1: Great leaders enable Trust and Psychological Safety
Patrick Lencioni’s book, The Five Dysfunctions of a Team identified lack of Trust as the most significant reasons teams fail.? In his book, The Trust Edge: How Top Leaders Gain Faster Results, Deeper Relationships, and a Stronger Bottom Line, David Horsager quotes John O. Whitney, director of the Deming Centre for Quality Management at the Columbia Business School, as saying, “Mistrust doubles the cost of doing business.” Lack of trust equals lack of psychological safety. If people don’t feel safe, they don’t perform at their best, and suffer stress.? Companies with high degrees of trust had profit levels almost three times above those with low trust. Both believe Trust is palpable and quantifiable.?
Great leaders are seen to be fair, consistent and have high integrity even during tough times. They are able to make judgments free from discrimination or dishonesty, practise fairness in conflicts, and deal with staff rationally and justly. They remain impartial, listening to all sides and facts, before apportioning responsibility and remedies.? They avoid leaping to conclusions with half the facts. They balance decisive leadership with equal amounts of fairness, respect, dignity and consistency.?
They practice transparency, providing reasons for decisions so that staff can quickly and easily understand the rationale behind them. They communicate clearly and regularly, and allow questions for clarification.?
They avoid favouritism, change discriminatory practices, acknowledge mistakes and actively work on increasing trust within their teams.? All these practices lead to more cohesive team functioning, increases morale and engagement, which ultimately increases productivity and effectiveness.??
They do what they say they are going to do.? If they can’t, they’re big enough to apologise and explain honestly. They do what their people are expected to do, and aren’t above any task. They do not belittle people, and are open to suggestions and perspectives other than their own. They make it safe for people to speak openly and honestly. They actively promote an environment of trust and transparency, ensuring they receive all the possible information, good, bad and indifferent, so that timeous actions can be taken, and plans adjusted accordingly. This all promotes loyalty and commitment, positively boosting the bottom line.?
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Quality 2: Great leaders provide clear Vision, Purpose and Direction
Herewith the second of our Leadership qualities post: Thousands of participants in our workshops believe that the organisational vision should be communicated regularly, not just verbally, but through the actions, beliefs, and values demonstrated consistently by the organisation and its senior leaders. Great leaders clarify what each team member’s part in that vision is, recognising that knowing their value and part in that strategy will inspire enthusiasm, commitment and excitement in its implementation. They recognise that people need and are motivated to know they are part of something much bigger than their particular roles, functions or financial numbers. They connect to the company passion and what it stands for. They create and reinforce a common purpose and shared culture, in order to improve team work, communication, loyalty and productivity.?
Great leaders acknowledge contributions from staff, and give credit where credit is due. They encourage regular strategic conversations to clarify roles and expectations. They will have done a thorough assessment beforehand to avoid changing instructions, especially after staff have spent time, effort and possibly expense to complete the task, only to have the goal posts changed. This is demoralising and counter-productive.??
They make people feel appreciated and important.? They believe their staff to be a vital cog in the success of the organisation. Daniel Pink’s research in Drive: The Surprising Science of Motivation, highlights that one of the 3 top motivators in teams is purpose - people flourish when they know that the work they do has meaning and that it matters- all reinforced by that all-important vision and purpose.?
Joel Kurtzman believes common purpose can be reinforced in several ways.? At FM Global, people hired are a fit with its goals and purpose; leaders are accessible, seek out opportunities to learn from employees, and believe knowledge is developed and embedded throughout the organization; employees have a common language and are developed to have a common understanding of the business and a quick, effective way to set directions;? communication is transparent; employees learn from and support each other, examining what goes wrong to fix it; and there is a formula for everyone sharing in the company’s success.’?
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Quality 3:?Great leaders allow their staff the Freedom and Autonomy to do their jobs
Great leaders realise that micromanagement stifles initiative and creativity. They make employees more responsible and accountable and instil a sense of ownership for decisions and tasks. They create a culture of acceptance and positive feedback. They address poor performance before it spirals, allowing team members to grow and develop under their guidance.??
They build trust in their teams and allow them choice and discretion to find their own way. They encourage them to take up the dual functions of responsibility with autonomy, leading to individual empowerment and growth.. This means creating a strong framework and being very clear about objectives, purpose and strategy (the What and Why), while trusting the team to find the tactics (the How). People often come up with solutions leaders haven’t considered, and great leaders harness the wider perspectives and experiences that make up the team.?
They recognise that teams with greater autonomy are more productive, effective and have greater job satisfaction. They provide the structure and framework for them to do the best job they are capable of, and then allow them to do so, without micromanaging, interfering and hampering momentum and achievements. High trust means teams feel they are in command of their time, effort?and reward. Engagement and commitment are increased exponentially when high trust is present in a work environment.?
Based on studies done at MIT and other universities, Daniel Pink’s book ‘Drive’ explores motivation. To motivate employees who work beyond basic tasks, three factors successfully increase performance and satisfaction:?
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Quality 4: Great leaders ‘Walk the Talk’
“I can’t hear what you’re saying, because what you’re doing is shouting so loudly.”?
Great leaders lead the way by example. This stems from their firm belief in the performance being taken, and there is congruency in actions, words, beliefs and behaviours. They model the behaviours they want to see. They are also not above going through the trainings they expect staff to go on. And that doesn’t mean sitting at the back, working on their PDAs. In fact, very often, it’s senior leaders’ double standards, and “Do as I say, not as I do” attitude which is the stumbling block to team cohesion and success.? If they’re not willing to shelve their egos and show some vulnerability (one of Patrick Lencioni’s functions of team success), then they’re incapable of showing humanity and connecting well with their teams.? There is no relationship or trust.??
Great leaders do what they commit to do. They are seen to be contributing and working towards the goal and following the rules and prescriptions. They believe and act as if they are part of the team, not just the head of it. Staff appreciate it when leaders acknowledge the amount of time and effort required to fulfil certain functions or positions.?
When a leader is constantly misaligning their words and actions, people stop trusting them. Their integrity plunges and their ability to influence others decreases accordingly. This leads to staff disengagement and reduced commitment to the organisation or its objectives.??
Emotionally intelligent leaders do not make commitments and promises they can’t meet. They commit to what’s best for the organisation and their teams, and their own interests take lower priority than both these. They communicate in an open, honest and transparent manner and follow ethical and honest practices even when the going gets tough. Their authenticity is apparent, natural and just part of who they are.?
They promise only what they can deliver, so developing a culture of trust and confidence. They are accountable and trustworthy. They are ultimately responsible and when issues arise, they will analyse the situation and look for creative solutions rather than looking for someone to blame. This is authentic leadership.?
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Quality 5: Great leaders are fully Present
Successful leaders have the ability to be present with individuals, fully and unreservedly. This means stopping whatever they were doing and focusing on the person in front of them and really listening to them. Being fully present is single tasking in a world that’s still extolling multi-tasking. But neuroscience proves that we don’t multi-task at all. What we do is constantly switch attention from one thing to another, with reduced attention on both tasks.??
Technology means we are being bombarded constantly, and work hours don’t apply anymore. Mindfulness exercises help to focus the mind and stop the ‘monkey-mind’ most people suffer from these days – the inability to focus fully on one thing. Being fully present means respecting the other person’s time and effort, and paying the courtesy of full attention, knowing that time well-spent here can save much time and effort down the line, in miscommunication and misunderstandings.?
It involves a sharp awareness and keen observation on multiple levels, of what is currently being played out before us. It means placing calls on hold, putting aside technology and interruptions, and focusing on just this one person.? It is an exquisite gift which a good leader is able to offer his people, which effort will be repaid tenfold in terms of relationship-building, effectiveness and productivity.??
When we are present with people, we open ourselves up to truly listening to them – to what’s being said, as much as to what’s not being said. We understand them better, because we allow them the time to say what they need to – and we don’t jump in with solutions to assumed issues, which are often wrong. Understanding doesn’t mean agreeing, but it does mean the ability to place ourselves into their perspectives for a moment in time.?
Leadership, then, is not so much a case of doing these days, as it is of being. Who you are as a leader is more important than what you do. Leaders need to be their best authentic selves, thereby giving others permission to be the same. Self-awareness, emotional and social intelligence, and consciousness of our impact on others sets good apart from great.?
Quality 6: Great leaders practise Forensic Listening
A great leader is skilled at listening not just with his ears, but with his curiosity and intuition too. It means listening to what is said, as well as to what is not said. It means reading between the lines and effectively listening in 3 dimensions. It means paying attention to non–verbal communication – pitch, tone, pace, breathing, eye and body movements, emotion and interpreting meaning beyond just the words. In short, it means listening to understand another’s perspective, without that understanding necessarily meaning agreement. This is how we build relationship and increase influence.?
Studies at Harvard University revealed that when we talk about ourselves, it triggers the same reward sensation in the brain, and has ‘been linked to pleasurable feelings and motivational states. People reveal themselves, their ambitions, hopes, fears, blocks, concerns in a communication, but those aren’t always expressed verbally.? A good leader will be aware of the unexpressed and will artfully question deeper to reveal the information he needs to know. This allows them to ask the right questions or craft an appropriate solution or resource to the issue at hand.??
Many conflicts result from people feeling they’ve not been ‘seen’ or ‘heard’. These can be quickly resolved if people fully listen to each other, rather than interrupting to have their say or express their own perspectives. Genuine listening generates respect, rapport and trust between parties, encouraging better relationships and greater connectivity. The best way to understand people is to listen to them. Listen to understand. Listening means you value people’s ideas and are willing to hear them. Keen listening reduces conflict, gathers more information, helps us to motivate others, and inspires a higher level of commitment. We actually experience an emotional reaction when we ‘feel’ heard. It is much more than just an auditory skill.?
Hearing and being heard, with mutual respect, tends to engender a calmer situation, even when difficult topics are being discussed. Good leaders may not be able to listen fully whenever staff need it but they will make time to listen when they can, and then pay full attention without distractions.?
?Listening skills are a key proficiency for leaders. These communication skills result in more accurate fact-finding, especially important when covering complex issues as well as improving relationships and developing staff. This skill lies at the heart of influencing others.???
Quality 7: Great leaders are great Relationship Builders
If influence is power, then relationship-building oils the wheels. Great leaders know the power of effective networking and building strategic connections. They use every opportunity to build connections with a diverse group of people at different levels in the organization. Building genuine relationships with staff, peers, stakeholders and others encourages early insights and benefits within successful associations. Good networking and strong relationships promote more loyalty, free exchange of information, tips and work. People support those with whom they have good relations. They are also more cooperative and understanding when problems arise.?
Effective leaders take the time to build trust and get to know and really understand their staff – how they think, how they operate, what they stand for.? They also know that their staff are their eyes and ears beyond the company walls, and information gathered early enough can provide a competitive edge. They actively work on building mutual trust, mutual respect, and mutual teamwork with staff. They know how to get the best out of them and are flexible enough to know that different approaches work better with some than others. They appreciate that everyone comes from different backgrounds and experiences, and therefore sees the world in unique ways. They have range and flexibility. Master communicators adapt themselves to the individuals in front of them, so that their message ‘lands’ appropriately and is ‘heard’ by the recipient. If they only communicate in one way, they lose everyone who doesn’t share that ‘language’ and perspective. They know how to appreciate everyone’s strength and use that strength to create high functioning, fully committed teams.?
Good leaders make others feel important and appreciated.? They are well-mannered and pay common courtesies, saying ‘please’ and ‘thank you’ regularly. They greet their staff and ask about their families and weekends.? They take the trouble to see the individuals behind the titles and job functions. They demonstrate humanity.??
Studies show that a regular 15-minute contact with the boss is vitally motivating for people – coming in a close second to their employment packages (see HBR). See HBS’ article around how you can create and manage great 1:1s.?
Great leaders know that hard work, producing results and maintaining a good track record isn’t enough. Effective relationship-building is the key to success, not only in in the workplace, but in life.?
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Quality 8: Great leaders are Energetic and Solutions-Focused
Great leaders take proactive measures to avoid conflicts and address issues when they arise. They are able to draw on past experiences and facilitate the right resources and people to reach successful outcomes.? They break down barriers in organisations, and foster an open-minded, collaborative culture, to create a well of collective strengths, skill and experiences. They are not only focused on identifying problems but are actively and creatively involved in seeking solutions. They hold effective conversations around success, outcomes and strategies. Their enthusiasm and belief in the objectives inspire their followers. They are secure enough to share leadership, when appropriate, in specific projects, and actively bring out and utilise each individual's strengths to maximise team efficiency and productivity.?
They ask open-ended questions and actively encourage staff to become resourceful about finding solutions too. They realise that the whole is more than the sum of its parts, and a whole team pulling in the same direction is far more powerful and productive than lone stars in a failed team. They know the importance of innovation and allow teams time to be creative about new methodologies and solutions.? This ensures that development and growth happen in the team and organisation, preventing stagnation and complacency. They are also willing to give their teams the ‘Whats and Whys’ and allow them to come up with the ‘Hows’, allowing teams to take responsibility for brainstorming and finding effective solutions.?
They have a collaborative, appreciative and empowering style of leadership, thereby developing their staff along with the organisation’s vision and strategic objectives. They are open to new ideas, providing a safe space for staff to use their strengths and skills, to innovate and create. This not only stimulates individuals to think and strategize for themselves but encourages them to take calculated risks and responsibility for their decisions.? They balance out the risk of innovation with research and concrete assessments, and actively encourage the development and evolution of their teams, their thinking and their strategies.??
They know that what they radiate out is infectious and will be reflected back in their teams.? They are conscious of their impact and choose to take responsibility for it daily.?
Quality 9: Great leaders Provide an Environment of Constant Improvement
They are vitally interested in their staff’s growth and development. They facilitate development and challenge their staff to advance, holding them to a higher standard. They create the space for them to show excellence.? They are not threatened by anyone else’s brilliance, knowing that part of their responsibility as leaders is to provide a viable succession plan for the company.?
They will recognise high potential employees - those that have the cognitive, leadership and interpersonal skills to become part of a new generation of leaders.? This will include a capacity and inclination for constant learning and personal and professional development.?
?Instead of evading cross-generational issues, they will utilise the strengths and skills of both. They’ll embrace the experience and wisdom of the more mature members and encourage the energy and innovation of the younger people in their teams. They know that the young of today could be the talent of tomorrow, given the right combination of coaching, mentoring, and training. They will actively seek out and nurture potential in their staff and have an eye to future career paths and succession.??
?They will commit time and resources to supporting staff development, including stretching them beyond current capability levels, and offering mentoring and executive coaching. They will provide opportunities for personal and professional development, resulting in motivated, energetic and efficient individuals. Those who practise a constant evaluation of every situation, good, bad and indifferent is helping teams evolve fast. In the fast-paced changes organisations face today, the high potential employees that feel a company and leader is invested in them are the ones likely to stay and generate a high return on investment to the organisation.?
Quality 10: Great leaders provide Reward and Recognition
Good leaders catch their people doing well. They foster a culture of consistent and specific feedback in the organisation, not relying only on annual evaluations and tick-box lists. They tell them timeously, and back up their opinions with facts, and often with a hand-written note. This is affirmation - the more people are recognised and acknowledged for what they’ve achieved and done well, the more likely they are to repeat successful behaviour.?
Feedback is one of those tasks leaders have to do and generally dread. They often avoid it or do it badly, leaving bruised and angry people in their wake. But high EQ leaders have learnt the art of successfully delivering challenging and positive feedback so that recipients walk away with a renewed sense of self, positive learnings, and future commitments.???
The successful leader uses developmental feedback (encouraging staff to self-analyse performance in the light of impact and factual evidence) in order to grow them. Evaluating what went wrong, what could have been prevented, what could have been done more effectively, what to do or avoid next time is an invaluable skill. They understand that mistakes can be part of progress. This does not, however, mean condoning negligence. They hold people accountable - most often people are glaringly aware of their slip-ups, and their own evaluation of their infractions is far harsher than what could be delivered by someone else. Good leaders, importantly know this developmental feedback is best done privately. He will avoid subjecting the individual to humiliation, public or otherwise.???
Constant evaluation immediately after meetings, tasks, presentations and other important issues is the fastest way to generate an upward spiral of positive improvement in staff.? Putting in this vital work from the beginning, will mean increasingly less work going forward, as people know what’s expected of them, and are actively encouraged to become and achieve the best that they can be.??
Genuine recognition of what has been done well is equally important and should be done timeously. People tend to ignore what they feel are lip service comments, so reward has to be genuine, immediate and fact-based. And public positive acknowledgement is a powerful motivator.?
Successful leadership involves a blend of influence, emotional intelligence, and collaboration. With insights from over 14,000 leaders and our extensive experience at ILD, we hope this article deepens your understanding of effective leadership.?
If you would like to explore our renowned leadership programmes further, please do not hesitate to get in touch with us.