How to Identify a Great Leader
Those who know me well - will know my mantra: “Focus on the outputs, not the inputs.” Never has my premise been ever so pertinent than in measuring the value of a leader. Leaders are regularly measured by how many hours they work, the profits generated in any single financial year, mergers and acquisitions under their stewardship, and much more. And yes, these are the indicators of good leadership; but this falls short, in isolation, of great leadership.
Leaders must focus on the outcomes they produce over the life of their reign and into the future even after they exit the organisation. Consider these questions: “How do others behave differently because of the leadership? Do they work harder; do they attend to the goals and objectives that matter and will make a difference to stakeholders; do they learn and grow; do they also lead?”
These are the veritable measures of a leader. Many consultants in the leadership development field in particular, put far too much emphasis on what leaders do as opposed to what they create. We should instead look at the impact they have on their organisation.
I am frequently asked by clients to assist by completing a diagnostic on their leadership effectiveness. While we at Executive Wisdom Consulting Group employ a wide range of excellent and exclusive measurement instruments, the following questions are particularly nifty for leaders assessing their impact.
Ten Organisational Outcomes
- Alignment & Affiliation - Are all divisions, departments, groups and teams heading in the same direction?
- Engagement - Does everyone bring their best talents and efforts to work every day?
- Retention - Do people stay through good times and bad?
- Innovation - Is there a constant supply of ideas, change and improvement?
- Collaboration - Does important work get completed with no one person needing to take credit?
- Talent - Is the organisation known for exceptional talent and development?
- Productivity - Are people substantively more effective than those in competing organisations?
- Dexterity & Agility - Do people thrive on change?
- Responsiveness - Does the organisation live ahead of the Sigmoid Curve?
- Pervasive leadership - Is there extraordinary leadership throughout the organisation?
Leading organisations in the 21st century is extremely challenging, and we all come at this role with our unique skills, personalities, expertise, talents and experiences. Focus on the outputs – which particular route you take to reach them is your prerogative.
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