leadingtoday.org
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.”
On the weLEAD
Website you will
find over 70 other free helpful leadership tips. They are all available in a
text version or as an MP3 audio!