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How Many Of The Three Traits Of CEO Do You Have?

2011/9/1 13:22:00 72

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whether

enterprise

How successful or stable it seems, there will be no more calm days for leading enterprises in any industry.

A wide range of statistics clearly demonstrates the fact that more than half of the leading companies in the industry in 1955 are still leading in 1990.

However, in 1990, more than 2/3 of the industry's leading enterprises ceased to exist in 2004.

Today, business leaders need to strategise and lead the "ship" to cross the 40 foot high wave - there will never be a smooth and smooth route - and lead the "crew" from one port to another.

At the same time, in an environment of increasing pressure, they must remain efficient.

During my research and Research on my new book, Better Under Pressure, my colleagues and I wanted to identify the characteristics of outstanding leaders in a high-pressure environment.

We collected the performance data of some 200 CEO candidates in large US companies.

The candidates were divided into three groups, the best 1/4 was "very successful", the middle 50% was "general", and the last 1/4 was "very inefficient."

The results were startling.

Among the best candidates, no matter what

they

From what industry, current position, certain characteristics, especially three of them, are highly consistent among them.

Obviously, these characteristics are directly related to the executive ability of the most outstanding executives under high pressure.

In addition, there are few characteristics among the 1/4 worst performing candidates.

To further investigate, I conducted in-depth psychological interviews with more than 60 incumbents and retired CEO in order to find out the role of each trait in their leadership.

A core conclusion emerged: the difference between the best CEO and the employees is that they can show their best abilities.

In my interview with CEO, one thing is becoming more and more obvious: three characteristics are more important in twenty-first Century.

To be the best in today's turbulent environment,

Leader

A person must have three extraordinary qualities which are often contrary to human natural behavior.

They are the catalysts of the best CEO in the world to demonstrate their outstanding abilities, and have jointly made a new definition of Leadership:

Realistic optimism

doctrine

。

Leaders with this trait are confident that they will not deceive themselves or lose their sense of reason.

They pursue bold goals, which are often far away from others.

At the same time, they maintain a clear understanding of the challenges ahead and the difficulties ahead.

everything

Obey

Goals.

Leaders with this trait are very important in their career goals. They will measure their value in life with their efforts to achieve their goals.

In addition, the pursuit of career goals has become the meaning of their lives.

It can be said that this goal is their domination and the reason for their existence.

They do not consider their goals over and over again, because they are satisfied with this goal.

The reason why they devote themselves to their work is that this goal is of great importance to them.

in confusion

structure

Order.

Leaders with this trait will respond to all aspects with passion.

They have the ability to sort out the predicament that makes others feel overwhelmed, so their contribution is very valuable.

When I evaluate CEO candidates for top American companies, I look for people with these three characteristics.

Today, any ambitious leader should have these three qualities. No organization should hire or promote leaders who do not possess these three qualities.

The good news is that these three abilities can be learned.

People can be changed.

By understanding these characteristics, you can recognize them and cultivate yourself.

It can also help you discover your best employees.

True leadership can be recycled: This is a continuous process, starting with leaders and then returning from subordinates.

My research shows that the best leaders work together with their subordinates to maximize their potential. They will create success together.

Leaders with realistic optimism, all obedience to goals, and three characteristics of order in chaos can use these catalysts to create an environment that enables them and others to achieve their potential.

We are naturally hungry for success, but we are not born to recognize this need and how to satisfy it.

Therefore, there should be leaders to create a working environment so that every employee can experience the strong satisfaction of success in pursuit of valuable goals.

The most important responsibility of leaders is to help subordinates to realize their potential.

When leaders create an environment that enables subordinates to realize their potential, they also establish a virtuous circle to enable their subordinates to show their best selves, so as to get the satisfaction that they can experience after overcoming major challenges and realizing their potential.

This is how leaders set up organizations that allow all employees to work selflessly and respond positively.

In today's increasingly competitive business environment, only such an organization can survive and develop.

Justin Menkes, a well-known writer and executive talent assessment expert.

His latest book, Better Under Pressure, is published by Harvard Business Review press.