One of the keys to successful leadership is the ability to learn and adjust. “Leadership is a process of self-development,” said Linda Hill, a Harvard Business School professor, in an article. “No one can teach you how to lead; you need to be willing and able to learn how to lead. Mostly we learn from our experiences and facing adversity. Stepping outside of the spaces where we feel safe — is a powerful teacher.”
The article offers Hill's take about important leadership qualities. (four are excerpted below)
Curiosity
Curiosity is a mindset: “It’s about looking around the corner, exploring uncharted territories, and trying to understand the art of the possible.” Great leaders have an “outside-in” perspective of their organizations and teams, she adds. This means they have an ability to look at situations and issues from the standpoint of external stakeholders, such as customers or competitors. This helps them make more informed decisions because they consider the broader context, beyond just internal organizational dynamics.
Comfort with ambiguity
Managing ambiguity is about holding conflicting ideas in your head and dealing with competing priorities that feel equally important, says Hill. Many people fall into the trap of linear thinking, believing that X causes Y, and as a result, they may overlook the interplay of different dynamics, she adds. To be an effective leader, you need to cultivate a systems mindset, “which helps you understand how things are connected and allows you to grapple with opposing ideas in the face of uncertainty.” But at times, she says, you might still feel as though you’re “navigating through a fog.”
Creativity
Any idea that is new and useful to the organization is creativity, says Hill. “Some of those ideas are incremental and others are breakthroughs.” Themost innovative ideas often emerge from what she calls, the “adjacent possible,” or the range of possibilities immediately within reach. Diversity of thought is the driving force behind true innovation, as each of us brings our own unique perspective and “slice of genius” to the table, she adds.
Analytical prowess
Leadership requires the ability to break down complex problems, identify their root causes, and come up with fresh solutions, according to Hill. Trusting your gut will not suffice. Instead, you need to develop your analytical skills by focusing on cause-and-effect relationships and being attentive to patterns and trends.
Making sound decisions hinges on your ability to leverage your experience along with a blend of analytics, expertise, and ethical judgment, Hill says. While being data-savvy is paramount for leaders, “it’s not about being data-driven, it’s about being data-informed.”
Other characteristics that are necessary, according to John Metselaar, Council Director of the Conference Board and former CTO P&G Brussels Innovation Center, include engagement and empowerment.
In an article he explained. (excerpt from article)
Lifting people “into the game” and engaging them into the success of your company needs to be a priority. At P&G this absolutely is the case. Emphasis lies on creating psychological safety across the organization for trust to be established. It allows to make people own their projects and empower them to reach their objectives – with purposeful agility guided by the PVP.
In fact, it was great to hear current CEO of the company David Taylor stressing that while 30 per cent of a leader’s time should focus on the technical and logistics needs of the business, 70 per cent should be spent on inspiring, supporting, and empowering employees, and developing them into the leaders the company will need into the next 184 years.
All of this can be summarized succinctly by a quote made famous by Ken Blanchard: “The greatest leaders mobilize others by coalescing people around a shared vision."
