4 ‘Must-have’ Leadership Behaviors

February 2nd, 2017 by

There are four behaviors that every effective leader must possess:

1. Effective problem solving

The process that precedes decision making is problem-solving when information is gathered, analyzed, and considered. This is deceptively difficult to get right, yet it is a key input into decision making for major issues as well as daily ones. 

Effective problem solving is a rare commodity. This is because most individuals do a poor job at root cause analysis. Their natural inclination is to bypass the analysis and jump right into the ‘solve.’ The end result is often a quick fix, Band-Aid approach that addresses the symptom and not the actual problem.

 

HR leaders can help by coaching business partners to avoid the immediate ‘jump to solve.’

2. Operating with a strong results orientation

Leadership is about not only developing and communicating a vision and setting objectives but also following through to achieve results. Leaders with a strong results orientation tend to emphasize the importance of efficiency and productivity and to prioritize the highest-value work.

Results orientation begins with clearly articulated expectations relative to key performance indicators. HR leaders should work with their operations partners to ensure that managers are having weekly discussions with their staffs regarding, actual vs. expected results.

3. Seeking different perspectives

This trait is exhibited by managers who monitor trends affecting the organization, grasp changes in the environment, encourage employees to contribute ideas that could improve performance, accurately differentiate between important and unimportant issues, and give the appropriate weight to stakeholder concerns. Leaders who do this well typically base their decisions on sound analysis and avoid the many biases to which decisions are prone.

On the other hand, leaders who suffer from the ‘smartest person in the room syndrome’ consistently think they have all the right answers. They tend to alienate others and consequently miss out on other, better alternatives.This is typically a self-awareness issue that can be mitigated through effective coaching.

4. Supporting others

Leaders who are supportive understand and sense how other people feel. By showing authenticity and a sincere interest in those around them, they build trust and inspire and help colleagues to overcome challenges. They intervene in group work to promote organizational efficiency and help to prevent non-productive internal conflict.

As a result, these supportive leaders tend to have a much greater enterprise value.  By that, we mean that they are actually synergistic in their value. They help to ‘lubricate’ the organization and reduce unnecessary problems and issues.

CAI has multiple ways to build leaders within your organization. We offer a wide variety of instructor-led courses in our Management Advantage program to train your leaders, managers, and supervisors. And, CAI members have access to leadership tools and templates along with the opportunity to receive guidance and coaching from our local, experienced HR experts. Learn more about how CAI can help with leadership training and workforce planning.

Tom Sheehan brings 20+ years of extensive, broad-based strategic, tactical and practical HR experience to CAI’s Advice & Resolution team.  He advises HR and other business leaders on talent management, organizational effectiveness, employee engagement, M&A’s, and employee relations. 

 

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