Common Traits of Great Leaders (Part 2)

by Guy Picken, Guy Picken Consulting

Following yesterday’s blog, we now delve into more qualities that make great leaders.

3. Great Leaders set high standards and don’t compromise.

Great leaders understand the value of setting high standards and getting the basics right before trying to expand

Great leaders unapologetically set the standards high and insist they are met. Often, they set standards so high that others do not believe they are possible. In some cases, the acceptable standards change as the team becomes stronger.

“It always seems impossible until it is done” - Nelson Mandela

Great leaders resist the temptation to take shortcuts or compromise their values. For instance, if their best salesman is acting in an unethical or unacceptable manner, a great leader would deal with them in the same manner that they would an average performer. This puts the organisation above the individual or short-term profit.

“The standard you walk past is the standard you accept” – Lieutenant General David Morrison AO

Great Leaders

Great leaders never reduce their standards to meet the output of a particular employee. Imagine a high jump coach who had a student who could not jump a certain height. The answer is to work on power, technique, nutrition, mental preparation or a range of other similar improvements. The correct action cannot be to lower the bar.

Just demanding high standards will not work. Great leaders develop systems for selection and training that ensure their standards can be met. Ironically, outsiders often undervalue the total contribution of these leaders, citing that they had a great team, without considering the leader's role in building that team. After setting the standard, required great leaders make sure the standards can be achieved by developing a system for selection, team alignment, accountability, empowerment, training and discipline.

“Amateurs train until they get it right, professionals train until they can’t get it wrong” - George W. Loomis

Achieving high standards often starts with selection. The Navy Seals have a 24-week selection process where they try to break candidates. Approximately 80% of the class fails every year and they make them ring a bell to say they give up.

“The more you sweat in training the less you bleed in combat” – General George Patton

The New Zealand rugby union All Blacks have a 73%-win rate and believe that better people make better All Blacks, and they have articulated 15 areas where they expect all blacks to excel as people.

Great leaders also lead by example. They generally have an incredible work ethic and attention to detail.

4. Great Leaders are decisive

Great leaders do not procrastinate when a difficult decision or discussion is necessary. They act as soon as they know in their heart what the correct decision is.

This is especially applicable to staff who are not working out. It is unfair to both the organisation and the staff member to allow them to continue when the outcome is inevitable.

Great leaders do not confuse activity with effectiveness. They make sure their decisions are strategic, and actions well thought out.

“Slow is Smooth and Smooth is fast”- US Navy Seals

Great leaders act when they are 80% sure. Procrastination in the name of reducing risk almost always increases risk.

“Be decisive. Right or wrong, make a decision. The road of life is paved with flat squirrels who couldn’t make a decision.” ― Melanie Summers

5. Great leaders are great simplifiers.

Great leaders can usually see through the noise and get to the point, like a radar seeing through fog. They quickly determine the few actions that will ‘move the needle’ and ensure they are actioned relentlessly until the desired results are achieved.

"Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand." – Colin Powell

To help my clients become great simplifiers, I generally do two things:

1) I help them determine a small number of high-impact activities that ‘move the needle’ performance-wise and make sure they are prioritised with relentless discipline. I call them Must Win Battles (MWBs) . There should be no more than 3 MWBs

2) I use charts and infographics to help them clearly see trends, problems or opportunities as well as tracking progress with Must Win Battles. Most people, given the right information, will make good decisions. It has been my observation that 99% of managers are more visual than numerate and will see the situation more clearly if it is converted to pictures, graphs or dials rather than spreadsheets.

Note: I can provide a separate presentation on MWBs

Once MWBs have been established it is important to prioritise other tasks into:

• Other Tasks: Still need to be done, but after the Must Win Battles (note: they need to be done, but not necessarily by you)

• Distractions: Identify them and get rid of them

Come back tomorrow as we explore these topics further : Common Traits of Great Leaders.

#guypicken #guypickenconsulting www.guypickenconsulting.com.au