The “It” Factor – What is it That Makes a Leader?

What are the qualities you look for in future leaders? Who do you want to replace you some day? Young aspiring leaders want to know. They are curious and sometimes perplexed about the leadership qualities we desire.

What makes one person flourish and advance, while co-workers with similar experiences seem to languish? When I ask leaders to describe what they are looking for in succession candidates, the response I often receive is, “We promote those who have ‘it’.”

Few leaders are precise in describing what “it” is.

Bossidy and Charan, in their now classic, Execution, suggest that the best companies look for leaders who are doers. David Maister, writing to professional services firms, points to leaders who have what he calls resolve. Stephen Covey looks for proactive leaders. These qualities, though admirable, are hard to measure.

I prefer to describe behaviors that are more specific:

• Inspire vision and action in others. These leaders bring vision down to earth and focus on short-term accomplishments. They demonstrate an uncanny ability to translate the company vision and plans into specific actions and goals that employees can grasp and undertake with enthusiasm. They inspire others to meaningful action.
• Work through others. Leaders who behave this way engage employees without smothering them. They really get things done, work with others and avoid micro-management. At the same time they don’t ignore the people they work with. These leaders draw out the best in people.
• Decisive in tough situations. Leaders do not hesitate or show anxiety in difficult times. Instead they demonstrate confidence and tenacity when making tough decisions.  They make difficult choices swiftly and then act on those decisions without wavering. They understand that most decisions are not final. Adjustments are made quickly in the refinement of decisions.
• Follow through. These leaders ensure that people execute their commitments and follow agreed upon timelines. They follow through without being heavy handed or taking on another’s responsibilities. They are skilled at involving others in the creation of personal commitments and then stay engaged with their co-workers to check up and make adjustments.

Effective succession planning hinges on your ability to articulate the competencies you need most in your organization. Company culture, personal preferences of the executive and industry trends influence these core competencies.

What do you look for in young, up-and-coming leaders? The truth is there is no single “it” factor that executives seek. They want the full package.

Young leaders must develop and stretch their capabilities to fit the growing needs of their organizations. Executives are searching for employees who are self-aware and insightful about the business. Executives want adaptable employees who are energetic and work with resolve to carry out directives despite the barriers they may encounter.

What actions should executives take?

• Debate, define and articulate the qualities that are important in your organization for success

• Use assessments to objectively measure these qualities

• Set clear goals and objectives for all of your employees

• Engage your employees in robust dialogue about expectations

• Work together with employees to create clear career development activities

• Challenge your future leaders with stretching projects and assignments

Don’t be satisfied with the ambiguous “it” definition. Identify and develop future leaders using clear criteria. Inspire them to grow to meet the challenges. Utilize them to build an organization that is stronger and sustainable for generations to come.