INSIGHTS (on leadership/self-leadership)
Performance does not always equal potential when it comes to identifying the high-flyers in a company. Potential implies the ability to grow, adapt, and transform oneself as the scope and complexity of one’s work changes and increases. So, being labeled a “high-potential” is based on whether or not you have the characteristics needed to transform yourself to meet next-level requirements. What follows reflects years of research I’ve conducted on this topic: the most common attributes of employees identified as “rising stars” across a variety of organization types:
1. Ability to learn and adapt – This includes learning quickly and internalizing knowledge gained from mistakes and successes, and expanding capacity by adapting to working in new conditions. In other words, it’s about understanding that “What got you here won’t get you there.”
2. Zeal for winning and improving – A former boss of mine (and now a retired CEO of a major company) once told me, “Winners exude a desire to win and get better. Losers hide.” So, fall in love with the pursuit of improvement and wear your love of challenge and drive to succeed on your sleeve.
3. Ability to efficiently influence – This is about influencing others relatively quickly, without unnecessary and repetitive overtures, and while cutting through politics (focusing on what’s right, not who’s right).
4. Powerful personal presence – This means having a presence that instills confidence in others. It means acting with great empathy and conducting yourself by an unswerving moral code, always choosing the hard right over the easy wrong. It means inspiring others with your words and actions, being a beacon of trustworthiness, and showing that you care.
5. EQ with the IQ – This is about conducting yourself in an even-tempered manner with great self-awareness and self-reflection. It’s further enhanced by learning to read situations and emote appropriate behaviors.
6. Expert decision making – Expert decision makers can sort through complexity and ambiguity to make informed decisions. They remain flexible to new input along the way while holding steadfast to what’s been decided (unless truly relevant new information presents itself). They see patterns and make connections that others don’t.
IMPERFECTIONS (a mistake many make)
Whoever told you that good leaders treat all people the same, or even apply the Golden Rule, is wrong. The best leaders adapt their style and approach based on the individual as much as possible. One such group you can tailor your approach to en masse is introverts. I came across some interesting work from Dr. Christian Poensgen on how to help introverts shine at work; here are six strategies:
1. Offer quiet areas – provide spaces or times to focus deeply or recharge away from noise
2. Encourage writing – allow them to share ideas through email
3. Ask for their input – directly seek their opinions and give them time to respond
4. Respect their pace – be patient and give them time to speak and think
5. Highlight their strengths – recognize their listening and critical thinking skills
6. Create safe spaces – set up small group meetings where they can speak without pressure
IMPLEMENTATION (one research-backed strategy, tip, or tool)
Regrets expert Dan Pink indicates that the #1 regret human beings share all has to do with one thing:
Inaction.
So, I simply ask you to spend some time reflecting on the following:
What action am I not taking (because of fear, procrastination, lack of motivation, etc.) that’s impeding what I want in life?
Once you identify it, you know what to do:
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