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Leadership Tip of the Month

July 2001

Copyright 2001 ã weLEAD, Inc.

Behaviors and Traits

Beginning in the 1980’s the Center for Creative Leadership (CCL) sought to identify certain behaviors and traits of top executives. They attempted to see if particular behaviors and traits were associated with the eventual failure or success of these executives. Their research included interviews with senior human resource managers and top executives. They analyzed why some individuals who had advanced to top-level positions failed to perform successfully. The conclusion of the research did not provide a guarantee for success, but it did provide some valuable insight on the connection between behavior and success. Here is a brief recap of the major findings from their research.

1. Emotional Composure and Stability

Managers who failed had a difficult time dealing with pressure. They were more prone to angry outbursts, moodiness and unpredictable behavior. This behavior hurt their interpersonal relationships with superiors, peers and subordinates. Successful executives were able to deal with crisis situations in a confident, calm and mature manner.

2. Defensiveness

Unsuccessful executives tended to be more defensive about their own personal failures or shortcomings. They typically reacted by blaming others or seeking to hide their errors. The successful managers were more open to admitting mistakes and accepted personal responsibility. They also worked hard to fix their problem by correcting their error rather than covering it up. Finally, the successful executive didn’t brood or dwell on the problem or error for an extended period of time. They moved on to other pressing needs.

3. Integrity

Executives who failed were more interested in advancing their own careers at the expense of others. They tended to focus on impressing their superiors or competing with perceived rivals. They were considered less trustworthy because they were willing to break a promise or betray a trust if it suited their immediate needs.

In contrast, successful individuals were viewed as having strong integrity. They tended to be more focused on the immediate task and the needs of their subordinates.

4. Interpersonal Skills

Research indicated that managers who were unsuccessful were likely to be weaker in their interpersonal skills when relating to other people. Their demonstration of intimidation or abrasiveness was viewed as insensitivity toward others. Some were able to present a façade of charm when they saw a particular need. However, over a period of time coworkers could see they were basically selfish, manipulative and inconsiderate of others feelings. Their demeanor tended to be offensive and outspoken. Successful executives were more tactful, considerate and sensitive of others. They developed a large network of sound relationships and had a reputation of getting along well with anyone. When they disagreed with others they were diplomatic and direct with their comments.

5. Cognitive and Technical Skills

The majority of managers who failed had risen to a top-level position because of superb technical skills. This was one of the qualities that got them recognized and led to their promotion. However, those who were unsuccessful in this higher-level position had become too confident in their own abilities. They became arrogant and tended to ignore the advice and council of others. Arrogance also led them to act superior and over-manage others who had equal or even greater skills. Another problem was their inability to shift focus at their new level. The executives who failed were unable to view problems from a strategic perspective and still attempted to manage technical problems. Finally, some who failed only had narrow cognitive and technical skill. In contrast, successful managers had more experience in a variety of different situations and functions. This experience gave them a broader expertise and perspective in dealing with different kinds of problems.

Think about these 5 behavioral traits and apply them to your situation! I am sure you will see areas for possible improvement.

For weLEAD, this is Greg Thomas reminding you that it was Ralph Waldo Emerson who wrote,

“A man’s action is only a picture book of his creed.”

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