So what is it that effective leaders do again? Deborah Ancona and Henrik Bresman in an article in INSEAD Knowledge (click here to read) outline the five key capabilities their research over decades has shown. Below is a brief description of each one, but I recommend you read the full article and challenge yourself on these areas. But don’t be too discouraged if you begin to feel inadequate, the research indicates it is truly rare to see a leader exhibit more than two or three of these.
- Sensemaking
A leader who is constantly looking for more information, and who can then turn that into a “cohesive framework that helps others understand what the next move should be” exhibits this. I know many leaders with a thirst for knowledge, but very few of these are able to then integrate it effectively into their organisations. - Relating
“The glue that brings people together”. These leaders are able to listen, truly understand, and then rally support – in that order. - Visioning
This capability entails providing a compelling image of what could be, “linking vision to the organisations core values and mission, imparting optimism in the process”. - Inventing
“Keeping the trains running” summarises this capability, by “devising ways to bring a vision to life, which may involve reorganizing the way work is done, identifying key performance indicators, and measuring progress.” - Building Credibility
This is the key capability, which involves “gaining respect from others by keeping commitments and operating with a strong sense of purpose”. That is, they walk the talk and their actions match their words.
Remember, it’s not about being strong in every capability, but instead knowing your strengths and weaknesses, so as to find the right people to build and complete leadership team. And Avondale Business School (ABS) can help you archive this. To find out how, contact Warrick Long on 02 49802168 or [email protected]