Do you have what it takes?
1 The argument over whether leaders are born or made continues to divide leadership experts. David Peters, a managing partner at Heidrick & Struggles, an executive search company, argues that a certain amount of “leadership DNA” is essential. This includes “deep self-confidence, strong interpersonal skills, drive and commercial intelligence — and personal humility”.
Sir Terry Leahy, the chief executive of Tesco, embodies this, according to Mr Peters. “He is very focused on getting the big picture right and much less on his own importance.”
Penny de Valk, chief executive of the Institute for Leadership and Management, believes that people measure leaders on their competence and integrity. “You can be as competent as you like, but, if people don’t trust you, you’re not a leader.”
Play to your strengths
Advertisement
2 “You can never be a complete leader. The trick is to recognise what you are good at and work within your limitations,” Tim Morris, Professor of Management Studies and director of the High Performance Leadership Programme at the University of Oxford, said.
Some skills, such as communication, can be developed, but being authentic is what counts. “You recognise an effective leader when they look like they’re doing something which comes naturally — that’s their style. In every aspect of leadership, a strength can, under pressure, become a weakness.”
For example, the “dark side” of being focused can be that a person becomes obsessional, he said.
Learn to collaborate
3 “Always hire people who are smarter than you are,” Ralph Shrader, the chief executive and chairman of Booz Allen Hamilton, a consultancy, said. “Listen to debate and discussion.
Advertisement
By trying to make a decision unilaterally, you can fall into the trap of being overly impressed with your own intellect.”
While in the past the big-personality “ego CEO” reigned supreme, now collaborative leadership appears to be gaining traction.
“Get other people to do the parts of the job that you are weak on.” Professor Morris said. ”
Take risks and fail early
4 “Take a career risk early with the view that if it goes wrong you’ll find out who you are,” Steve Tappin, co-author of The Secrets of CEOs, said. Leaders who have never experienced failure are less able to handle a crisis.
Advertisement
“When you fail, it is how you respond that counts — your deeper qualities come out.”
Focus on decision-making
5 “About 80 per cent of leadership is decision-making, so it is a good place to start, Jonathan Chocqueel-Mangan, of Tyler Mangan, a leadership advisory firm, said.
“Often leaders underperform because they avoid making decisions for fear of the consequences. He estimates that for the average leader only 5 per cent of their input is made up of questions; with good leaders this rises to around 60 to 70 per cent.
Broaden your experience
Advertisement
6 “In 15 years China and India will make up half the world — that’s where the growth is,” Mr Tappin said.
“Indian CEOs are much more entrepreneurial. Go to India or China: getting a feel for growing a business super-fast is very valuable.” Experience of different organisations — a start-up, PLC and family business, for example — and functions is hugely beneficial.
Have several role models
7 Professor Morris draws a distinction between a role model and “role modelling”.
“People think ‘I want to be like my boss’ and set about trying to imitate them. That’s wrong — if you are a carbon copy, people will see through it. You’ve got to be yourself. Learn from a variety of people who have different skills.”
Advertisement
Learn to manage distance
8 While being in touch with employees is a positive thing, a degree of distance is vital, Rob Goffee, Professor of Organisational Behaviour at London Business School and author of Clever, said that Niall FitzGerald, the former chairman of Unilever, made the mistake of his career in the 1990s with the launch of Persil Power, a revolutionary detergent that was found later to rot holes in clothes.
“He was so fixated on the launch that he ignored signs from outside that the product was flawed. He was ‘in the trenches’ but unable to step back and see the bigger picture,” Professor Goffee said.
Adapt your style to context
9 “Leadership is always situational. The best leaders are good at adapting their style to the organisations or situations they are in,” Professor Goffee said.
“[Sir] Richard Branson’s relaxed, slightly counter-cultural style suits the Virgin brand; Bill Gates looks like a computer nerd and leads biggest nerd company in the world.”
Take a strategic approach
10 “An MBA is a good technical platform for disciplines such as accounting and marketing, but it doesn’t teach leadership,” Mr Tappin said. Mentors and coaches can be useful in developing your leadership style.
Career-wise, take on positions where you are likely to excel, Mr Peters said.
“People are always looking for a new challenge. But if you suddenly have to do a load of things you haven’t done before your chance of success is almost zero.”