Thousands of leaders from all over the world attend our leadership development programs, and as a result we have vast amounts of data about leaders from all over the world. As a quant-geeky researcher who also trains, I see how our research is an essential element in helping leaders achieve their best. So I hope this research tidbit can help you be your best.
People often want to know what to focus on when they embark on a leadership development path. Obviously, some of that will depend on you and your circumstances, but few people find the “it depends” answer very helpful. The good news is that there are two competencies that are picked as most important for success regardless of setting. So if you want to know where to dig in, I suggest focusing on the following:
- Leading Employees
- Strategic Perspective
How did I come up with those two? We asked people to pick which 8 of 16 Benchmarks™ competencies that they considered most important for success in their organization. When we analyzed the data, it didn’t matter who we asked (the participants, their boss, peers, or direct reports), which country (US, UK, China, India, Singapore, Spain, or Egypt), or what industry the leader came from. Those two–Leading Employees and Strategic Perspective–averaged out to be the top two most popular choices across the seven countries, picked more than 67% of the time.
So if these are important for success for our participants around the world, odds are they are going to be important for you, too. Here are some helpful tips to help you lead better and be more strategic, from our work and other sources like FYI: For Your Improvement from Lombardo and Eichinger.
This competency is about attracting, motivating, and developing employees. To work on this consider the following:
- Delegate – You have to be able to let go of things, and trust that people will do the work. When you delegate work to others, they have an opportunity to learn new skills, and you can focus on coaching and mentoring them.
- Communicate –Keep people informed of what is going on. Give feedback, both positive and constructive. Communication also means listening and paying attention to nonverbal cues.
- Motivate –Understand what engages people in their work. What drives them to do their best? Foster an environment of engagement, and you will get people motivated to be their best.
This competency is about understanding the viewpoint of higher management and effectively analyzing complex problems. To work on this consider the following:
- Understand the big picture – Talk to people in upper management to get a sense of the different perspectives on core issues. If you don’t know anyone in upper management, see if you can get introduced to them by someone who is a mutual friend or acquaintance. Ask them out for lunch or coffee.
- Understand the problem – Sometimes problems can be massive. Articulate what the complex problems are and why they are important. But to get action, you need to break the problem down into smaller issues so people can see how the problem can actually be solved.
- Understand networks – While an organizational chart tells you who reports to whom, it doesn’t give you a clue about who has what information or how information travels. Get to know the underlying relationships in your organization so you can tap into different perspectives.