1-18-10 Executive Traits

And now the final section of the model -- Executive Traits. My survey participants provided feedback and illustrations that helped me to reduce and refine the list of traits that are expected of the new executive. Those traits include:

• Honest, ethical, credible
• Energetic, persistent, versatile
• Emotional maturity
• Quiet self-confidence
• Intuitive and inquisitive
• Passionate but calm

Almost without exception, the executive team in this survey agreed that honest, ethical, and credible tops the list of desired traits. From the feedback and research, I was able to discern that credibility comes not only from the executive’s knowledge and background but also from the observer’s belief that the executive operates honestly and ethically. Without honesty and ethics, the new executive risks his/her credibility.

A variety of adjectives could be used to describe the next trait on the list but it really boils down to the executive being energetic, persistent, and versatile. The new executive will soon realize that not only does he/she work very long hours but he/she is always “on”, even away from the office. I can’t tell you how many times I’ve been cornered at the gym or in the grocery store -- because of my position. Some of my survey participants said that the only time they can really relax and “turn off” is at home. And energy is closely tied to persistence. As mentioned in one of my previous posts (1-8-10 I Have a Dream) the executive is responsible for the strategic direction of the organization. Setting, changing, or leading a strategy doesn’t happen overnight. It occurs bit-by-bit, and only after the executive persistently and relentlessly shifts the organization. The executive must be resilient in the face of setback and accomplishment of the strategy. Also tied to this trait is the concept of versatility. In one minute, the executive might be called upon to interface with a large group of employees while, in the next minute, the executive might be working one-on-one with the CEO. Versatility will allow the executive to shift focus, frame of reference, and even context.

The trait of emotional maturity goes back to Goleman’s concept of emotional intelligence (ref below). One aspect of this is self-awareness. This involves knowing one’s limits and boundaries along with knowing when one must surge beyond those limits. It also encompasses the poise and tact required when dealing with others. It means that the executive should have the maturity to deal with both success and setbacks with equanimity.

The trait of quiet self-confidence is closely linked to Collins’ Level 5 leadership description (ref below). This is personal modesty that is coupled with the iron will for the organization to succeed. It equates to control of one’s ego, by not letting it get in the way of business, decisions, or relationships while at the same time knowing deep down that you are the “right” person for the task, position, company, and so forth. It includes an unshakeable knowledge of one’s own abilities as well as the ultimate success of the organization.

The new executive must also display the traits of being intuitive and inquisitive. In my post about execution skills, I talked about the management of data (1-13-10 Execution Skills -- Now Go DO Something). In using this skill, the executive must have the desire to ask questions, thereby learning. But as I also mentioned in this post, the executive will never have perfect data or all of the relevant data for the topic at hand. Therefore the executive must often use his/her intuition (grounded in fact, of course!) to make critical decisions.

The final executive trait is passionate but calm. Interesting combination, eh? One of my survey participant described this as the antithesis of the “arm waver”, i.e. someone that gets so worked up that he/she literally flaps his/her arms -- pointing direction, giving orders, etc. Employees, peers, and even bosses like to see a person’s passion for a topic or concept. But they also like to see it exhibited with a certain amount of decorum and calmness. The fact is that the “arm waver” wears out not only him or herself but also everyone around them.

There is, of course, some debate as to how an executive acquires these traits. Some believe that they are in-born -- you either have them or you don’t. Others believe that they are learned -- you acquire them as part of the growing up process. My beliefs fall in the latter category. I believe that traits are acquired. Sometimes as a result of your upbringing. Sometimes as a result of your work experiences. Sometimes as a result of your personal interactions. And so on.

Next time? A summary for you……

Cheers!
　
References:

Goleman, D. (1998). What makes a leader? Harvard Business Review, 82(1), 93-102.

Collins, J. (2001). Good to great. New York: Harper Collins Publishers.