Leading at the Top

Leadership at the Top: Knowing What it Takes

By the time a leader reaches the upper levels of management, he or she has a 'proven' track record of success. But research has shown that however success was achieved and measured in the past, top executives need a slightly different mix of competencies and behaviors to lead effectively.

Understanding key competencies and gaining a clear view of one's own abilities and characteristics is the first step to knowing what it takes to be a top leader.

"Senior-level leaders can easily overlook crucial elements of effective leadership because they have become accustomed to success," notes Wynne Whyman, project manager for Executive Dimensions, a CCL assessment tool developed specifically for senior executives. "Top executives also get less honest, accurate feedback on what is working and what isn't - sometimes not until it's too late."

CCL research has recognized 16 key scales for measuring a leader's success:

Sound Judgment - Makes timely decisions; readily understands complex issues; develops solutions that effectively address problems.

Strategic Planning - Develops long-term objectives and strategies; translates vision into realistic business strategies.

Leading Change - Supports activities that position the business for the future; offers novel ideas and perspectives.

Global Awareness - Leads the organization in understanding international issues; tracks global trends and world events.

Forging Synergy - Maintains smooth, effective working relationships; promotes effective teamwork.

Developing and Empowering - Offers constructive feedback and encouragement; delegates work and encourages individual initiative.

Leveraging Differences - Works effectively with people who differ in race, gender, culture, age or background; leverages the unique talents of others to enhance organizational effectiveness.

Courage - Acts decisively to tackle difficult problems; perseveres in the face of problems; takes the lead on unpopular though necessary actions.

Executive Image - Communicates confidence and steadiness during difficult times; adapts readily to new situations.

Credibility - Acts in accordance with stated values; follows through on promises; uses ethical considerations to guide decisions and actions.

Results Orientation - Aligns resources to accomplish key objectives; assigns clear accountability for important objectives.

Business Perspective - Understands the perspectives of different functional areas in the organization; has a firm grasp of external conditions affecting the organization.

Inspiring Commitment - Motivates others to perform at their best.

Learning from Experience - Reflects on and learns from experiences; understands own weaknesses and how to compensate for them.

Communicating Effectively - Expresses ideas clearly and concisely; disseminates information about decisions, plans, and activities.

Interpersonal Savvy - Understands own impact on situations and people; accurately senses when to give and take when negotiating.

Just as important as understanding and assessing the characteristics that drive leadership success is the ability to recognize the appropriate weight or attention that should be given to each. For example, global awareness is critical for some senior positions, but not important in others.

"Every competency is not equally important, nor is it possible for a single person to excel in everything," explains Whyman. "By pinpointing the characteristics that are most important and valuable within the organizational and job context, senior leaders can focus their energies on the highest priorities and avoid putting unappreciated effort into low-importance activities."

http://www.ccl.org/leadership/enewsletter/2002/OCTexecdim.aspx?pageId=403