The assessment of strategic depth

One of the required traits for a senior leader is an ability to craft and execute strategy. In his book Good Strategy, Bad Strategy, Richard Rumelt describes how the task of the corporate leader is closely linked to the design and execution of good strategy. Strategy in his view is not a goal or a wish, but the outcome of an in-depth and straightforward appraisal of the problems and the challenges of a company, a process that culminates in where, why and how a series of actions should be taken. The result of such appraisal inevitably leads to a choice of specific action and focus that excludes alternatives and allocates resources to the action underlying strategic execution.

Click to read more ...

Peter F. Drucker on picking people

Drucker writes:

The most important thing is that the person and the assingment fit each other.

 An assignment is not a job description. Contrary to job descriptions, assignments change all the time, and can only be understood in a wider context of time and requirements. An assignment can be to diversify the business, accelerate revenue growth, increase profitability....  It points to what the managerial action needs to achieve. Furthermore, qualifications, such as seniority, particular experience, skills or diploma's are only a starting point. Their absence disqualify candidates for a particular assignment. I look at strengths in terms of a past performance record that can be verified, because what is of great importance is what people can do and achieve - not the titles they held. Does the particular manager have the right strengths for what the organization needs to achieve ?

Most important is the personality of a candidate. Do the character, personality type and style of a candidate fit the culture of a corporation and his future peers in the organization ? Personality will define how managerial action will turn into results. This points to the universal truth that truly senior managers always exhibit superior social and emotional intelligence. Qualifications and personality are the two sides of the same coin.

I want to be CEO

Last week I met someone in Turkey who requested a meeting, and asked me towards the end of a lengthy monologue of achievements, ambitions and dreams if I could give him a "CEO position". Every once in a while I come across an individual who not only asks, but also tells me to give him a "GM position". They make the statement with such conviction that the matter of being CEO of a large or small company, GM of a local or international firm, family owned, private or public; and oh, which sector: technology, hospitality, media, real estate, banking etc.... doesn't really matter. It's only a small issue for afterthought.

Click to read more ...

Seniority and greatness

Marshall Goldsmith spends one chapter in his bestselling book about executive coaching "What got you here won't get you there" on the importance of listening. He rightly remarks listening is not a passive activity; on the contrary, good listeners regard it as a highly active process, one that is absolutely essential to a great conversation. Hence listening requires an amount of effort, especially when one is engaged in selling a product, idea or service.

Click to read more ...

Great Leaders

Many people asked me how I would list the elements making a great leader:

(1) Personal humility fortified with professional will, which is much different from ego-drive, or the capacity for show-off combined with a large dose of personal PR. Humility leads managers to effortlessly take responsibility, but also naturally share success with their team.

(2) Integrity: walk the talk, and lead by example. These people do as they say. Such individuals always operate from within an aura of transparency and openness, as there is few or nothing they need to hide or shy away from.

(3) Passion, which I see as a combination of energy, creativity and focus. Passion allows leaders to develop vision, and the gives them the energy to implement it. It makes them mobilize their team to realize a shared mission.

(4) A genuine positive outlook on life and people, with a total absence of cynicism. Personal and organizational growth can only be sustained through optimism, or a deep positive belief that people and situations can change for the better. Its a main attractor for what one can define the good things in life: health and valuable friendships.

(5) Last but not least I would list intelligence, on both an intrinsic and emotional level. I once read an IQ test can account for one third of the success of an executive, and I do not completely disagree. Throw an equal measure of EQ and one will go a long way.

Great leaders develop a culture where the truth can be heard, and they do not devalue contrary views or idea's. On the contrary, like Jack Welsh, they will relish and promote candor in their organizations. As such they promote a culture where respect tends to be equally given as it will be received. Those leaders confront facts, ask the necessary questions, and will focus on what has the greatest impact;  they will be a major source for the job satisfaction of those working for them.