Some top chief executive officers drive their companies to success while others drive their companies into the ground. After interviewing 300 CEOs and top executives in over 40 countries, Robert Rosen and his colleagues at Healthy Companies International have come up with five key characteristics of the best leaders that he describes in Executive Excellence magazine.
GENUINE: They are warm and engaging – open not only about themselves but also about their business. They are forthright about their strengths and shortcomings as a leader. They admit they don’t have all the answers, so they seek assistance from others, asking tough questions and listening deeply. “Their authenticity – apparent to all around them – fosters trust. When people know they can rely on their leaders to tell the truth, and can depend on their leaders to be transparent, they are more willing to be themselves, take risks, and stretch to their full potential,” he writes.
COMFORTABLE WITH UNCERTAINTY: They understand the constant flux inherent in their job and business. They know that what worked yesterday won’t necessarily work tomorrow, and optimistically view uncertainty as fuelling the fires of creativity. They turn the anxiety that accompanies change into productive energy for moving forward. They do that with a sense of balance: They’re optimistic about the possibilities while being realistic about what might actually work. They impatiently push people to stretch while creating a supportive work environment. They exude confidence while remaining humble enough to listen to and learn from others.
FOCUS ON HUMAN SIDE: They see people as the primary driver of the firm’s success, and know that if they can get the people part right they can keep the business running smoothly. “They believe in investing in people first, and see finances as the business’s scorecard,” Mr. Rosen notes.
COMMITTED TO GROWTH: They have a clear philosophy and model for growth, knowing what worked in the past and what’s needed for the future. They focus on that future, challenging the company to grow faster, and encourage others to experiment and take bold steps.
OBSESSED WITH EXECUTION: They have a passionate desire to succeed – constantly raising the bar – and a plan to motivate and align their people. They ensure a sense of accountability in the organization. They push decision-making and authority down in an empowered, accountable organization that they foster.
Relationships: The art of the e-mail introduction
It’s common these days to help two people in your network of relationships by introducing them to each other through e-mail. But entrepreneur Auren Hoffman says too often this is done mechanically, and the potential value to them is squandered. His suggestions:
· Take the time to really think why both parties will benefit from each other and spell it out to them. Avoid the type of hastily written e-mail introduction he once received: “Auren/John – you two just HAVE to meet each other. You two take it from here.” He would have liked to know who John is and why they should meet.
· E-mail the two parties and ask for permission to introduce them, explaining the benefit you see.
· Be clear in your e-mail introduction what the next action for them should be, suggesting whether they should meet for lunch, coffee, over the phone, or just exchange e-mails. “Often people should just have a quick phone call and you don’t want to waste the time of one or both people by suggesting a lunch,” Mr. Hoffman writes on his Summation blog.
· Give their first and last names, and quick bios. Clearly give the location of each person, which is often forgotten in these introductions. Copy their assistants on the note if that seems appropriate.
“As an introducer, your goal should be for both parties to be glad that you made the intro. If only party one gets value from the meeting, you have failed,” he concludes.
