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Alistair Turner

Selecting A Great Leader

RESOURCE

An audience at a cinema

Observations


If you believe in the significance of the CEO role, as I do, then arguably their appointment is the most important decision that the business makes. Similarly, being appointed to the Leadership Team is a decision that should be respected for its importance.


Great leaders are rare and to be valued and developed when you find them.


Experience counts, not for everything, but it is very important.


Leadership can be developed but, like most critical skills, there must be a kernel of capability to build on. If you cannot read people, it’s difficult to develop your EQ and if you are not smart, it is tough to shape a strategy.


Leadership ability is often confused with personality, an impressive CV, an ability to tell a good story or a unidimensional capability which is desperately wanted in the organisation.


In an ideal world you would recruit or promote a leader into a development role where they can grow and you can better understand their capabilities without betting the business on them. This is not always possible.


No leader is perfect, but in appointing one I would be concerned if they were lacking seriously in any of the core characteristics (see Framework below). As a minimum I would want to take account of what other capabilities were in the Leadership Team and whether that could compensate for any gaps.


For the CEO role, I think it is very difficult to perform without a minimum level of competence in each of the areas.


Selecting leaders is a partial lottery. I have seen individuals I considered to be good, crash and burn and others that I would not have gone anywhere near, be very successful.


The chances of success can be significantly enhanced by being clear on the characteristics you are looking for.


Framework


These are the characteristics I have observed in the leaders I admire.


Great Leaders Tend To:

Be Resilient

  • Have high energy.

  • Be emotionally robust, able to deal with constant setbacks.

  • Be independent of thought.

Be Smart

  • Have high IQ, able to make sense of complex and multiple problems.

  • Join dots and see possibilities.

  • Be able to read people (EQ).


Be Communicators

  • Create compelling narratives.

  • Constantly tell the story.

  • Act with integrity – constantly role modelling the message.

Be Effective

  • Be well organised.

  • Delegate.

  • Manage their own and others energy.

Create Momentum • Set and act on key priorities. • Set the rhythm for the business. • Build great teams and capability.

Create Followers

  • Create optimism and belief.

  • Build strong relationships with multiple stakeholders.

  • Listen and seek input.



NB The changes accelerated by Covid have reinforced for many of my clients the importance of technology and product. They are now so core to the business that a technology and product perspective needs to be central to many leadership conversations. This requires the leaders to have a much greater ability to understand and facilitate these conversations than was previously the case.


10 Top Tips

Selecting A Great Leader
  1. Take it seriously – it is one of the most important decisions you will make.

  2. Permanently scan for great leaders – they are rare internally and externally.

  3. Take risks with young leaders – test them out and develop them.

  4. Hold your nerve – decide in haste and you will regret it at your leisure.

  5. Start early – plan for succession.

  6. Fit is all – culturally they need to be aligned.

  7. Set them up for success – invest in their induction.

  8. Call it early – if it is not working.

  9. Challenge status promotions – do not let promotion to the Exec be a badge of recognition. They need to be leaders.

  10. Remember Leadership 101 – great businesses have A* leaders!

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