Many leaders think they are elite – special at what they do, leaders of the pack. However many of those same leaders, if we analysed their performance and their success record, would turn out to be reasonably well organised, with systems and processes that are are good enough, and a productivity level that is acceptable.
This is not enough to be considered elite. They still exist as reactors to business stimuli and threats, they still lack true focus – they have too many distracting activities.
The next level (elite) of leadership is more than implementing a few strategies that may only last a few months. The next level suggests a complete re-engineering of the operating system, a reinvention of the way the business works, and the way the leader interfaces with their teams.
There are three essential attributes required of an elite leader:
(i) a strong set of core values which govern (and sometimes limit) what they do, how they interact, how they communicate.
(ii) an ability to think in structural forms – business structure, team structures, system structures, process structures, etc. Structured components are more resilient – they can withstand shocks and threats more easily.
(iiI) a healthy dose of skepticism. They know when to ask “Why?” and “Why not?”. They say “No” as well as “Yes”. They value change (structured change of course) but they know what should not be changed.
If you have, and exhibit, these attributes, perhaps I have maligned you.
Perhaps you ARE one of the rare, elite leaders.