In part 1 of this series, we talked about the first three of six critical traits for a successful leader. We continue here with the final three.
The final trait, the ability to be empathetic and caring, is one not originally on my list. This is ironic, since I consider empathy one of my greatest strengths. Fortunately, my LinkedIn peeps realized my omission, and several folks pointed out the need to add this vital capability to my leadership must haves. Therefore, we now have a number 6 for empathetic leadership.
As a reminder, a successful leader incorporates these six traits:
- Inspirer
- Manager
- Operator
- Builder
- Transformer
- Empathetic
The Builder
A successful leader knows how to build and scale a plan and an organization. He or she recognizes what is working and not working to keep the company growing and succeeding. Builders know how to pivot.
Often, the Builder goes hand-in-hand with the Inspirer, because inspiration alone does not build a company. Turning that vision into a plan and executing against that plan takes a Builder.
This is a leadership strength that may not need to be leveraged at all times. Startups around Series B or C definitely need a Builder. Additionally, companies moving toward a clear goal like an IPO or acquisition can benefit from a Builder.
Often, Builder CEOs are brought in when a company needs to go into scale mode and reach that next big milestone in its growth. This is where you often see founders bring in an external CEO. That is, if the founding CEO is self-aware enough to realize he or she doesn’t possess this strength.
Builders set clear targets to reach in the short term
If a Builder has this trait but lacks many of the others, he or she is often a short-term leader. Just brought in it to reach that specific goal.
For example, I know one CEO who has perfected this role. He goes into a start-up when it is trying to move toward a financial milestone or exit. He is an amazing fundraiser and growth engine. Every time, he brings operational excellence and amazing networking skills, especially with venture capitalists. Ninety-percent of the time he succeeds. In fact, he typically achieves an acquisition within 24 months. Thereby, making a few million and moving on to the next “target.”
I learned a lot from this CEO, especially around operations and board relations. Also, he showed the value of focusing on a core skill set. However, at the end of the day, this leader was about making the next million dollars for himself. Which, in my opinion, does not usually make a great leader for those around him or her.
A great book on this topic is Good to Great by Jim Collins, as well as his earlier book Built to Last. Both talk about the kind of leadership it takes to build sustained growth and success.
The Transformer
This leader is often called the “turnaround” king or queen. They come into an organization and figure out what needs fixing or changing. They are often very good at making the hard decisions, such as what to do more and what to stop doing.
Leaders fitting the Transformer persona include people like former IBM CEO Lou Gerstner, and, more recently, Microsoft’s Satya Nadella.
As you can guess, Transformers almost always have to also be Inspirers. Because to take an organization through a transformation, especially larger companies, takes a clear vision and a lot of inspiration. Transformations, even small ones, are really hard.
The goal of a Transformer can vary greatly across organizations. It might be around technology, target market, product mix, or even a company’s reputation. Transformers know how to hire or find other Transformers in an organization, as you cannot drive change alone. Plus, they often inspire others to become change agents.
A leader alone cannot transform an organization
An easy read illustrating how transformation must also be about inspiration and great people management is The Journey to Sales Transformation by Bob Nicole. While this is a tale about the transformation of a sales organization, the lessons can be applied holistically.
Transformers must possess an incredible sense of self and confidence. Because, for most people, change is the greatest fear and the most fought against experience. To transform an organization, employees, customers, and other leaders must see and believe that the Transformer is with them. An organization must believe this leader has something at stake in the game.
This is why you often see Transformers come into an organization and take a low salary, basing their compensation on the success of the transformation through equity or a goal-based bonus.
A friend and colleague of mine, Alexis Monville, recently gave me a book he wrote titled, Changing Your Team from the Inside. In it he talks about why change is so hard and why change management often fails. True transformational leaders don’t just drive change. They also empower everyone across the organization at all levels to move beyond the fear of change and own the transformation.
The Empath
I have struggled my entire life having to shield myself against other people’s energy. For example, I get overwhelmed easily when I am around too many people for too long. If someone gives off toxic energy or tries to sap my positive energy, I am quickly drained, and even exhausted.
I used to think this made me an introvert. Although when people hear that they usually laugh, because I can be quite gregarious and outgoing. However, as with introverts, the only way I regain energy or regroup is by being alone. Ideally, regrouping involves a hot bath, a good book, and a quiet space.
I recently read a book called, The Empath’s Survival Guide: Life Strategies for Sensitive People by Judith Orloff. I was immediately struck by her description of an Empath. For the first time in my life, I knew why I struggled maintaining my energy at times. In addition, I learned why I can so quickly relate and understand what another person is going through, as if it is my own pain, struggle, or success.
This trait or gift has opened many conversations and opportunities in my life. In fact, I often reach out to people because I just know I should. While empathy or being sensitive may seem counter to good leadership, I believe it has enabled me to relate more to the people I manage and lead.
This trait was not in my original article. However, I received many comments that this characteristic was missing from my list. People called it the relator, the connector, the empathic and other similar terms. I realized they were absolutely right that this is a trait good leaders should embrace.
Empathic leaders care about their employees as humans
At the end of the day, good managers care about their employees as people. This results in higher retention, happier employees, and improved productivity. Having empathy, compassion, and, yes, even love for your colleagues is why we are all here.
I wonder if the reason we see so few leaders show true empathy is because doing so requires vulnerability. As Patrick Lencioni writes in his book Getting Naked, great leaders allow themselves to be vulnerable. This vulnerability means not having to be the smartest person in the room, letting others be successful and the focus of attention, and admitting your own weaknesses and limitations. And, perhaps the hardest one, asking for help.
Empathic leaders are able to relate to their employees. Relatability is an amazing quality of humanness. It allows us to understand people and the stage of life they are in, what they’re going through, and their challenges. As a leader, you can relate your own experiences to help others on their path.
An appreciation for the “life” part, within our so-called “work/life” balance is vital for a great leader.
Are you a successful leader?
Each of these traits alone is an incredible leadership skill. However, as I said in the beginning, what makes leadership so hard is that it takes these traits in combination. Great leaders not only use these skills together, but also know which levers or traits to increase or decrease based on the situation.
Some of these traits come naturally, and others need work. Like working a new muscle.
I find myself analyzing my own leadership against these traits, recognizing which come more naturally for me and which I have to intentionally continually develop and work on. I also acknowledge I could improve in all six areas.
Where do you think you’re strongest or need development?
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