In our search practice over the past 30 years, we continue to observe unique aspects of successful leaders that is rarely discussed.
Here is what we have learned…
We believe based on our several decades of experience in advising on “sensitive” recruitments, that the best leaders have the following characteristics, regardless of sector, function, competitive set, et al.
And, beyond competences and required experience, it is these difference making “intersecting traits” that we seek in conducting “sensitive” “C” level and board of director searches.
First, the best leaders recognize what they know, placing an even higher premium on what they need to know. They “discover” and drive to value by placing their ego aside (bully tactics rarely work) and appreciate that informed decisions are reached by going well beyond their past or personal reservoir of knowledge or experiences.
Admittedly, the “process of discovery” can be taught and honed. Even, ego checking can be modulated in a form of emotional intelligence. Both of these discovery methodologies and personal aspects are, or can be, learned.
Yet, even with “learned discovery”‘ we all know of examples where leaders didn’t hit the mark of shareholder/ stakeholder expectations. These shortfalls are noted in the Wall Street Journal and other business media daily.
So, we began asking three questions;
“What are the cultural characteristics of organizations that consistently make solid/well informed judgments?”
“Why do decisions too often fail to deliver value even with leaders who prize ‘learned discovery?'”
“What other factors do great leaders possess that they utilize in making make or break decisions?”
Here is what we “discovered” based on 30 years of observing and advising on leadership matters.
**A culture of collaboration, respect of varying viewpoints and ethical conduct is a must.
**Asking the questions and endearing trust, a necessary ingredient for collaboration, is essential for leaders to transform to value.
**Yet, while the culture sets the boundaries, it, alone, doesn’t fully explain why the best judgments and views are but superficial and oftentimes, politically acceptable.
**In our view, the secret sauce is, “The How” of discovery, not just “the what.”
**The basic ingredient of “The How” is curiosity… which can rarely be taught in the traditional sense.
**The DNA of curiosity which has more to do with the human spirit than something learned. It adds that special dimension that the best leaders naturally utilize to draw out the span of opportunities, issues and challenges to make truly informed decisions, minimizing unintended consequences that too often yield unacceptable results.
**In our recruitments, ferreting out the depth of curiosity, beyond competences, accomplishments and experience, is the “True North” that we seek in “top of the house” candidates.
**We know that leaders with curiosity will “demand” it in their top teams and “bake” it into the culture of the way decisions are reached. In those cultures, curiosity and continual relearning is prized and the reach toward value is very clear.
**In our view, this dimension is a point of separation between those CEOs that can get the job done and those that can lead and achieve exceptional value.
**In looking for this extra dimension in leaders, its determinants are not the usual resume examples of success but rather it is about understanding the depth of inquiry and engagement that a leader naturally utilizes to hone in on critical levers to determine a path forward even when a decision must be taken with less than perfect information.
**No leader can predict with accuracy the challenges of the future. What we can predict is whether presented with a challenge, whether a leader possess the full capability and experience to deal with it.
**Too often leadership appointments are made on track record alone and that, we believe, that itself, is risky.
**Bold and brazen leaders rarely win out in today’s interconnected global commercial world.
**Well developed and honest curiosity is, in our view, the difference maker. It’s that dimension that our clients…CEOs and Boards…expect us to examine, judge and opine.
Our simple prescription…
We encourage you to go beyond the obvious. Track records of success are important but aren’t the only ingredient of aligning leadership qualities to enhancing future value.
The usual interview questions nor reference process will not provide this insight. In discussions, listen diligently for the depth of questions and observe the thought process and demeanor of candidates. Ascertain, how comfortable a candidate is with the unknown.
We suggest if you follow this approach, the enterprise risk of failed leadership will be minimized.
Let us know when we can be helpful….www.koblentzgroup.com.