Tomorrow we will celebrate Canada Day. As a proud Canadian I thought this would be an appropriate time to share some thoughts on our great nation and the people who make it up.
The 20th Century Belonged to Canada!
Wilfred Laurier declared that the 20th century belonged to Canada. In many ways he was right, our identity was forged in the battle fields of Vimy Ridge and the Somme during World War I. Pierre Burton captures so well the manner, approach and methods of dealing with challenges during those difficult times that so clearly made the "Canadians" so different from their counter parts. We had no history to tell us how things ought to be done so instead we drew upon our own depth of talent and diverse community to get things done. Only later would we discover that things had never been done that way before and we were the first. The Canadians were problem solvers and no approach was beyond consideration. Their success in places like Vimy were not simply due to the novelty of their approach but to the depth of their preparation and the scope of those they involved in the planning. They took the approach that everyone, from the lowest enlisted man right up the the general had a vested interest in making things succeed and quite frankly it is a model that is effective to this day.
In fact our impact in both World War I, World War II, the Korean War and our many peace keeping efforts in the latter part of the 20th century were keen testaments to a uniquely Canadian approach to dealing with issues that was not so much "you said we cant do this so we are going to show you we can" but rather it was more of a "let's hurry up and do this before someone tells us we can't". A subtle difference perhaps but meaningful if you are a Canadian.
As highly respected as we were with regard to our contributions during war time equally so were we regarded with regard to our contributions to peace keeping. Where others feared to tread Canadians could be found in the midst of the conflict actually working to bring the two sides together to create a dialogue. We established a reputation for fairness and fearlessness but also for a "true north" pragmatism that looked to create solutions where none seemed to exist. Canadians seemed to understand the power of working as a team as few seemed to. Perhaps that explains our passion around our wonderful sport of hockey!
Does the 21st Century Belong to Us Too?
So as we look to the 21st century what does that hold for Canada? I believe that Canada has the potential to revolutionize the way we do business in terms of how, who and why. Let me explain. As we see a whole millennial generation prepare to step into leadership roles they do so upon a firm foundation laid for them in the previous century. Canadian innovations on the battlefield or in the realm of peace keeping were anchored in a collective mindset of working as a team and utilizing all of the team to achieve the challenges set before them.
This generation comes to us having been educated and incubated in a setting where collaboration and inclusion are for them the norm. They understand the principles of collaboration and team work and they are not the least bit hesitant about wanting to see that come into their work place as well. They have a passion for the issues that impact us all. Unlike so many who want to place the burdens for solving those issues on the backs of others, they, in true Canadian fashion are prepared to take up the slack where they are and how they can. In a very real sense it is the embodiment of what we have come to be known for on the world stage.
So where we forged a national identity in the conflicts of the 20th century I believe we are going to refine and advance that identity in the realm of business and leadership. We have not yet begun to understand the breadth of our potential and the impact that it will have on us and our world around us. I believe that we have the opportunity to redefine what "world class" businesses and business practices look like and we are going to do it before anyone tells us we can’t. Performance Leadership - Think About It!
I am going to put you on the spot, take a look around at your team or group and answer this question; How are they performing right now? If you aren't leading a team, then ask yourself the same question. Whatever the answer you gave now answer this; How do you know?
These are probably two of the hardest questions for leaders and their teams to answer. Rarely do I go into a company and have anyone answer these questions well, or at all. More often than not I will ask people what they contribute to the company or team and I get a blank stare in return. Are all of these people adding nothing to the company? Of course not but the fact that they cannot clearly explain it points to a major gap in leadership and communication.
What Behaviors Do You Want?
I am going to save the discussion around kpi's and metrics for another time. Instead I want to focus on something that often gets over looked in performance management; behavior. If you thought about it could you list what five behaviors are most important to you as far as what you want from your team?
There is a meme that has circulated around LinkedIn in various forms and it basically goes as follows: Ten Things That Require Zero Talent, Be On Time, Have A Strong Work Ethic, Be Teachable, Be Prepared, Go The Extra Mile, Be Positive, Be Energetic, Be A Team Player, Have A Great Attitude, Be Aware. Not all of these are behaviors but all of them could be broken into behaviors that you could observe. Do you want your people coming in on time? What does a good work ethic look like to you? How do you determine what a good team player looks like?
The point is this, if you don't know what sorts of behavior you want from your team how will you recognize it when it happens? We can talk about metrics and kpi's which are what is produced but what behaviors are required to make those happen?
If You Don't Know What You Want Your Team Won't Either!
Here is an example - maybe you want to have a team that sets goals. What behavior would be required to make that happen, that you could observe? It could be anything from writing it down and posting it, to tracking it on a daily, hourly or moment by moment basis. When you see someone "doing" that then drive that behavior by acknowledging it. Or maybe you want your team to be the type of people that go the extra mile. Break that down into behaviors that you can observe such as someone completing a task and seeking out direction for the next task instead of waiting for someone to tell them. It could be that staff member who works a bit late to complete a client request rather than let it linger to the next day.
Until you decide what behavior you want from your team you will never be able to take that next crucial step in acknowledging it and making it a habit. That's one way you will know. Performance Leadership - Think About It!
This is one of the most powerful examples of what an effective leadership skill can look like in a real life setting. I call it counter intuitive because it screams against the flow of "conventional" wisdom that will constantly put pressure on you to put your interests and career advancement ahead of others. That will tell you to fill up your cup and take what you can in case someone else gets there first.
No, and again I say no! Empty your cup, give of yourself to your team and others, make it a habit and don't ever hesitate to step up when you see an opening. You want to communicate to your team that you are a leader who cares? You want a team that would walk across burning coals for you (sorry Tony Robbins, no pun intended) then empty your cup into them and watch them transform. Simple, powerful and effective. Performance Leadership - Think About It!
Gallup is one of my favorite sources of research around the issues of employee engagement and leadership. I was going through their recent study on the state of the North American manager (read leader) and a number they shared stood out in stark contrast. One. That is the number out of every ten leaders who actually have the skills (they call it talent) to do an excellent job leading.
Companies are not getting it right.
If you are like me this number is startling. One of every ten managers have the skills to do excellent leadership and two of every ten have the skills to lead at a reasonable level. What’s more the same study found that companies on average failed to find the right candidate for their leadership positions a whopping 82% of the time. This actually comes as no surprise as we have seen for some time the trend to hire for hard skills not manager/leadership skills. To quote the Gallup report:
They base hiring and promotion decisions on individuals’ past experience or tenure, or they give them the manager job as a “reward” for their performance in a completely separate role. These organizations overlook talent, and when they do, they lose. They spend needless time and energy trying to fit square pegs into round holes. Their managers are not engaged – or worse, are actively disengaged – and through their impact, Gallup estimates that these managers cost the U.S. economy $319 billion to $398 billion annually. (Gallup, State of the American Manager)
One would be tempted to take a fairly narrow view of this report and at first blush they paint a pretty bleak picture. But I see it differently. This is what I would describe as a classic "opportunity"! In my work an opportunity is simply a challenge or a problem seen from a different perspective. I look at these numbers and ask myself the question; If companies get the productivity they have with just 1/10 of their leadership imagine what they could do with 5/10 or 9/10? I see that $300 billion as a ripe ocean of profit just waiting for the right company to dive into it.
Your talent is there, you just need to find it.
Why you ask? Because the talents or skills that Gallup speaks to is something I believe leaders and manager can master. The fact that they haven't to date is really only an indicator of not having recognized the need. It is in fact why I do what I do because I am certain that every organization can develop and mentor these skills for all their leadership team - I have seen it first hand and it is incredible!
When, in terms of performance, your team moves from a mid-range, fair to middling group of oil and gas service providers to cutting edge industry leaders in just a short span of time you better believe it is because the managers and leaders found the skills to drive that kind of performance. I believe that our companies and industries have not yet reached their full potential in terms of performance and leadership.
If Gallup is to be taken at face value, and what we have is due to the power of that one excellent leader out of every ten, can you imagine if you had more than that? Performance Leadership - Think About It!
What you say matters.
One of the biggest challenges that I see leaders face is the issue of "what" and "how much" information to share with their team and with their superiors. For most who move into leadership because of their skills on the team this is particularly true. Those folks you once groused with and vented with are now "your" team and suddenly that type of activity could not only be counter productive but very much a CLM (Career Limiting Move)!
What’s more is suddenly these folks also see what they communicate up the line to be something more problematic than it used to be. Do they share the issues they are dealing with and risk looking like a weak leader? Do they say nothing and hope they can resolve the issues on their own or better yet hope that those issues will simply go away? I always wondered why communication was considered a soft skill - lol!
Who do you emulate?
If you are in a healthy company or organization you will have a good pool of leaders to watch and emulate which in most places in how the art of leadership is passed on. Open communication built on trust and vulnerability make this skill so much easier to master. By that I mean in these types of groups where you can ask. No one expects perfection just improvement and that comes with being transparent about the issues at play.
If you are in a company or group that is not healthy you will still have a pool of leaders to watch and emulate its just that the things they pass along will not enhance your skills in this area.
These are the the leaders who never really transition to a full understanding of their new role. They will share information and vent with their team much more than they should. The reason for this will be varied but typically they feel that it keeps the team on side with them. It may be an effective short term solution but upper management will see it as a negative.
Some will be information hoarders who see this as a commodity and use it to advance their career or group goals. They become the informal conduits of information. This can clog up the flow of needed communication and certainly is a performance inhibiter.
Some will be the "keep your head down and mouth shut" type of leader who will strive to stay out of the lime light (good or bad). They take the approach that as long as the team doesn't lag behind the others they can't get into trouble. Not bad per se just not performance.
And others will be what I call the plumbers; delivering solid waste down and solid waste up. They think that leadership consists of berating and driving performance through threats and criticism. They think too that communicating the deficiencies of certain people on their crew up the line is a great way to demonstrate that they are "on top of things". It is a fear driven approach to communication that is premised at some deep level upon the idea that as long as they are doing the shoveling of the solid waste none will land on them.
Right Is Not Always Easy
The question I am sure that has crossed you mind is how do you perform as an open and transparent leader in an organization that is not known for that? In one company that I worked with I had a group of young leaders that I was taking through Performance Leadership. Of that group a couple had decided they wanted to embrace this approach whole heartedly. They were the newest leaders in the bunch and were at the bottom of the totem pole so to speak. And yes, this company was not an open and transparent communication type of company.
While some of the older leaders in that group had become practiced at being "plumbers" these two new leaders went the other way. In each case I saw transformational changes on their teams as they took to the new approach. It garnered a lot of criticism among some of their leadership peers but what could not be argued with was the results that they achieved. They upheld the company goals and explained them to the team in terms that related to them and made them relevant. They upheld their teams to upper management in terms of how they were striving to meet company goals and advance the bottom line. The result were remarkable and within a short span of time they were rewarded with more senior positions. It only took two (and often it only takes one) to be willing to step out of their comfort zone to get others to take a new look at how they communicated. It wasn't easy but it was right.
Whether you have been in leadership for a while or are just moving into it examine how your company communicates, how you communicate and make sure you understand how to make your communication work for you and for your team. Performance Leadership - Think About It!
One of the things we stress at the Performance Leadership Institute is the need to develop the habit of providing feedback to your team. This is now becoming particularly true of leaders of millennials. The latest Gallup press release on the subject has some stark numbers on the topic.
Staff want feedback.
In an article by Amy Adkins and Brandon Rigoni of Gallup they found that only 19% of millennials say they get regular feedback and an even smaller percentage say that feedback is meaningful. This is bad news if you are leading a group made up of this demographic. They have grown up in a setting of almost instant feedback. To quote the authors; " Millennials have grown up in an era of remarkable connectedness. They're used to receiving instantaneous feedback from parents, teachers and coaches. They've grown accustomed to having the immediate ability to ask questions, share opinions and provide commentary." Adkins, Rigoni - Gallup June, 2016
This represents an immediate challenge to those in leadership. Regular meetings and feedback to your team is vital to employee engagement yet statistically only half of the work force report regular meetings with their leadership and that happens only once per month! Let’s be clear too that this is not just a challenge with millennials. Research shows that an increase in frequency of feedback is a key factor in raising employee engagement.
Active Supervision and Touch Points
This does not mean that you as a leader now have to engage in yet another set of time consuming meetings to drive this type of engagement but it does mean you have to be intentional about interacting with your team. Using what I call "active supervision" a leader can provide micro-feedback on a daily basis simply by walking the shop floor, office, or site and engaging in a quick 30 second touch point. It may be a bit longer at first but once the habit is in place it wont take long at all.
Once that is happening then there should be regular weekly meetings or daily if the work is dynamic and central to the performance of the team. Frequency will be based upon how much lag you want between events that occur and when you want to discuss them with your team.
Feedback Drives Engagement and Performance
You may be asking: Why the need for this level of feedback? It boils down to two areas that relate to performance improvement and continuous improvement. First is that feedback is something your team needs and their feedback to you is something you need if you are going to stay ahead of the curve and stop fires before they start. Second nothing else drives employee engagement as simply and easily.
Its like the old joke about the married couple when the wife complains that her husband never tells her he loves her and he turns to her and says "I told you I loved you when we got married. If that changes I will let you know." The reality is that no news is no news and that is not going to drive performance or engagement. How's your feedback looking these days? Performance Leadership - Think About It!
The Old Model
Probably one of the most troubling things I observe in my work with leaders is the attitude that promotions are a means to get out of the field, get off the 6th floor (or whatever floor that may be in your company), get out of the shop; you get the idea. On the one hand no one is going to fault someone for wanting to move up and make life a little more tolerable for themselves. However, and this is a big however, this more often than not has translated into an acceptable form of disengagement on the part of leadership.
Getting out of the field, off "that" floor or out of the shop is one thing; avoiding them is completely another matter. What troubles me is that this begins to happen at the first levels of leadership and almost immediately. If it happens there it is certainly happening the higher one goes until you get situations where the presence of a "C" suite leader anywhere other than the executive floor is cause for concern, so rare are those appearances.
This happens in small companies right up to the big ones. I have spoken with leaders fresh off the front line of operations who no longer go out to see how their crews are doing. I have met with divisional and business unit leaders who never venture far from their office unless it is to investigate an issue to tear someone a "new one".
In an article by Rohit Kar, a senior researcher from Gallup, he states "When executives' engagement is significantly lower than that of employees in the organizations they lead, CEOs need to act fast -- because engagement (and disengagement) cascades down. Employees look to their organization's executives to set a tone and expectations. They know that company leadership determines whether engagement is important, or even if it matters at all."
We are not preparing our leaders
One of the top three causes for this lack of engagement on the part of leaders as cited by Kar is poor preparation: In many companies, executives rise through the ranks relatively quickly because of their role performance. But they don't necessarily receive the developmental training and opportunities they need to support their growth as effective leaders, such as programs that enhance their self-awareness or ongoing coaching and mentoring.
There is a silver lining. Companies that undertake a disciplined approach to prepare and equip leadership at all levels also see improvements in engagement at the C suite level and how it cascades down to the front line. All executive activity has an effect on the people beside them and below them. Ultimately then, leadership engagement is what drives engagement through the whole company.
Every Leader A Mentor, Every Leader Accountable
To say that all companies suffer from this lack of leadership engagement would be overstating the case. There are some exceptions and as Jim Collins has written those companies have leadership who from the top down view themselves as mentors to the leadership or team that reports to them. These companies don't leave leadership development to chance and have robust programs in place for leadership development along with development of leadership metrics that hold everyone accountable for their performance and the performance of their team.
If you are a leader in one of those types of companies, then kudos to you and your leadership team. If your company or group is not one of those companies, then I suggest it is time to rethink how your company does leadership. Performance Leadership - Think About It!
I have always been a big fan of Patrick Lencioni and today I want to share some of his insights around the issue of clarity for leadership which is part of what I call developing coherence as a leader. Enjoy!
In my work as a principal consultant helping clients create clarity, I've seen a variety of responses and rates of success. Some find traction quickly. Others, however, are caught in old paradigms and cannot break out. It seems simple, but it's not always an easy task. The first thing I usually address is to make sure that people understand the purpose of clarity. Why clarity? What is its purpose and impact? The goal of clarity is not to generate new information. The goal is transformation. Answers to our six critical questions actually fuel effective problem solving and decision-making.
The essence of clarity is summed up by something Jeff Gibson, president of Table Group Consulting, recently said, "The need for more policies and procedures is offset by the strength and alignment of good clarity. Sometimes we see clients double down on a breadth of infrastructure when they miss the depth/power of simple clarity (purpose, values, anchors)." Said another way: healthy organizations don't need to get people to comply with complex policies and procedures when they can commit to simple clarity.
Here are some other common traps and assumptions our clients face:
Clarity is not a long list of generic ideals and virtues.
Clarity is used by leaders to show exactly who they are and who they are not.
The first trap leaders fall in to when creating clarity is trying to be all things to all people. When we say yes to everything, our people can get confused. Anyone can generate a long list of ideals and virtues that virtually everyone aspires to, but when such lists proliferate through mission and vision statements, these can be viewed as akin to motherhood and apple pie, and people stop paying attention. Rather, it is far more helpful to orient clarity around communicating what makes us unique, and sometimes who we are not versus who we are.
Not long ago, I worked with a client on clarity question #2 How do we behave? - or core values. As we started, someone interrupted saying, "Wait! We already have core values." "Okay," I said, "let's start there. Everyone pull out a piece of paper and write them down and then we'll discuss them." It was an awkward moment when everyone stared back at me and could not come up with even one value. So, we pulled them up off of the website and started talking about them. Again, there was discomfort as the team acknowledged that few, if any, of their values truly described what was core to their organization.
Core values are essential. But, if you have 8 to 10 core values (some have more!) it's hard to call any of them truly core. Priorities are important to know. But, if everything's important, then nothing is important. No advantage there.
Clarity is not a marketing exercise.
Clarity is real work to help leaders make decisions and solve problems.
Often times, team members will treat creating clarity as primarily an exercise to get the information out to an external audience. As Patrick Lencioni says in The Advantage, it can be "a real danger...when leaders confuse their motivation for identifying their purpose with trying to come up with something that will sound impressive on a billboard, in an annual report, or on an employee sweatshirt." In other words, marketing can be driven by clarity, but clarity cannot be driven by marketing.
In reality, once clarity is established, the work has just begun for a leadership team. Clarity represents tools for decision-making that we can use constantly. Here are some examples:
Want to save the company thousands of dollars from another disastrous hire guided by ambiguous decision-making? You can ask, "How do we behave?" and use your clarity for behavioral interviewing and employee development.
Entertaining an enticing (but potentially distracting) opportunity in a new market? You can use the "How do we succeed?" question to filter out opportunistic, short-sighted decisions.
Need to focus your team around a major priority? Force the clarity question #5: What's the most important thing right now?
When we take our clarity and use it in business decisions, our people will get the message. Clarity is not creating information. It's about tools that lead to transformation.
Clarity is not a wordsmithing exercise to create something slick.
Clarity is meant for easy consumption, conversation, and everyday use.
There's nothing inspiring about a message you can't understand, much less commit to memory. As leaders, we have sometimes forgotten what it is like to be new employees and show up on Day 1. Our employees are asking, "What's the priority?", "What's my role?" and other fundamental questions we assume that they know.
Clarity is not a complex explanation so that leaders understand various tensions and nuances. Clarity is simple and accessible so that everyone understands the intent.
In short, we challenge clients to put clarity in simple terms that everyone can understand. And once they've said it over and over, people start acting on it and transformation occurs. This virtuous cycle promotes a strong organizational climate, high productivity and overall organizational health.
Be Careful What You Wish For
I recall in my time in leadership watching many work and struggle to qualify to move into a leadership role. Many made fine leaders and many didn't. I always shared with folks to "be careful what you wish for, because you just might get it!" I admit it is a bit tongue in cheek but there is that kernel of truth about it. It gave good leader candidates pause for thought and it would fly right by the rest.
What Is Leadership To You?
All of us climbing the corporate ladder or seeking to move up the line get ideas in our head about what leadership is going to look like and what we will accomplish with it. For many they aspire for position and the perks that come with it. Others are looking for that pay increase, bigger holiday and bonus package and still others "just know" that the company would do so much better if they had a place at the table of decision making.
If you are reading this and laughing then you have already been there and know full well that those things do not make for satisfying leadership. Strangely people don't line up to provide immediate support to your ideas and goals. An endless stream of problems and issues come through your door and more often than not regardless of how many problems you solve very little in the form of appreciation trickles back to you. You ask yourself if any amount of money or bonus could justify the headaches and holidays are often interspersed with interruptions. Yes, leadership can often be the most frustrating and yet most rewarding thing you will do. The question is how to minimize the frustration and maximize the reward. To solve this challenge you need to understand what is meant by reward.
How Do You Define Reward?
If your definition of reward is found in the second paragraph then you are in for a long haul. Don't get me wrong, many succeed in pursuit of those ambitions but wind up being at the top and very unsatisfied. Even more so if they have had to back stab and claw their way their because for those people it is a very lonely place and they constantly need to be looking over their shoulder. Making sure you stay in front of that hungry pack below you will eat away all of your time and energy.
If however, you define reward as that sense of well being you get by helping others on your team succeed then your path will be an immensely more satisfying one. It is not that there won't be the same sorts of challenges but those challenges are tackled for entirely different reasons; the good of the company and the good of the team. As counter-intuitive as it sounds I used to tell folks that my job was to work my way out of a job as soon as possible. The point being that I wanted to elevate them and grow their skills so that I wasn't needed anymore. That may seem like a CLM (Career Limiting Move) but strangely enough it never was and still isn't.
People want to know that their leaders are looking out for them and care about them both as a part of the group and as a person. Great leaders understand that the team is not a means to personal advancement but rather the engine that drives success for the company. Nothing is more rewarding than seeing the people you nurtured and trained moving up in influence and leadership.
Will You Leave A Lasting Legacy?
Life is short, in fact too short to be spent chasing after rewards that will not outlive your departure from a company. I know of one leader who is constantly amazed by the number of people who come back to her months and years after she has left a company to tell her how much they appreciated her efforts and concern and yes, leadership. Can you say the same? Are you living your dream as a leader or just hanging on for dear life? Performance Leadership, Think About It!
Now that I have your attention this question forms the basis for an ongoing argument in the training and development world. Of course everyone will tell you that leaders are made and that would be true. Yet most of us can point to those individuals who seemed to possess that natural influence and ability to gather people to a task and get them across the finish line. So we could say that both apply. Perhaps though we are asking the wrong question?
Let's try this one on for size; Whether you are born or made, what kind of leader are you? I like this because regardless of what your personal beliefs are around the question there is no doubt that choosing to be a certain kind of leader is something you craft and develop. So leaders may be born or they may be made but choosing to be a certain kind of leaders is what is really at play here.
The Accidental Leader
This person came into leadership quite by accident. Either someone left and they were picked to fill the gap or through simple time in they were promoted into leadership (that's what we do with senior staff right?). They have great hard skills around their previous roles but are deer in the headlights when it comes to the skills required for effective leadership. Chances are they will take their cue for leading from their boss, who chances are also happens to be an accidental leader.
The Positional Leader
This is the poor person who continually falls back on their position to get staff to do their bidding. "You will do this because I said so and I am the boss!" Its not that we all haven't had to play that card from time to time but this leader is actually quite insecure and rather than engaging in meaningful dialogue around roles and goals they will constantly take this position for fear of being found deficient. They don't realize that they don't have to have all the answers and they have not developed their ability to influence staff as part of their leadership.
This is typically an accidental leader who has learned this trait from their boss or bosses before them. We find many "screamers" in the Oil & Gas industry but they can be found right across all industry sectors. They get a certain positive reinforcement when they can walk onto a rig site, shop floor or office and everybody scrambles. It comes from the false sense of reality that tells them that since everyone is running they must be doing a good job. Yelling reinforces that sense of getting things done. In truth though most folks will figure out this is all bark and little bite. The reality is that once that person leaves the vicinity things go right back to what they were before that person walked in. Fortunately many companies have made a lot of progress in dealing with this type of leadership.
The All Star Leader
All star leaders look good at the outset but soon people figure out that this leadership is all about the leader. The team, company or group are tools for the advancement and promotion of the leader. Traits of this kind of leader would be things like taking credit for work done by an underling, throwing an employee "under the bus" when something goes sideways and constantly inhibiting the input or talent of those below them lest they be outshone by them.
The Authoritarian Leader
As one leader once put it to me "I have forgotten more about this business than you will ever know!" (To this day I wonder if they really ever stopped and thought about that statement - lol!) This is the person who knows it all and will not brook any disagreement. The old adage that "we will get along just fine as soon as you figure out I am god" is a good description of this type of leader. Certainly they will provide lots of structure and people will know where they stand but creativity and engagement beyond the prescribed boundaries will be strictly inhibited.
The Authoritative Leader
If you have ever worked under an authoritative leader you know just how rare and how valuable they are. They are knowledgeable and confident but never afraid to admit when they don't know something or are stumped. They have tremendous influence with the group, company or team but are not the least bit afraid to use that influence to promote others. They have a clear sense of what the goals of the team should be and also how to align the skills and passions of their team with those goals. And they never forget that the team works because of its people and thus this leader is a great nurturer of talent. Collins called this a Level 5 leader and there are many names for them but you will know it when you have one.
Whether you are looking to become a leader or whether you are already a leader which one of these would apply to you? We will all have an opportunity to exercise leadership in our careers the real question is "what kind of leader will you be?" Performance Leadership - Think About It!