I came down to Cuernavaca, Mexico to interview a candidate for
a one-year operations assignment seated in Europe. In the course of the interview
I asked the candidate what he felt the components of a good leader are (this was
one of the questions the CEO wanted us to ask in addition to our usual Q deck),
basically, the candidate’s take on the traits of good leadership. The question was
asked within the context of what he would be tasked to do if he was hired, and that
was to open up a new supply chain in Europe. He broke it down to the six traits
he typically looks for when hiring people that report to him. He clarified that
these traits focus “inwardly on the management team” rather than outward into the
realm of client advocacy which he felt equally as strongly about.
As you review the list you can see Carlos’ overarching theme
is to make sure everyone in the organization understands they must strive to somehow
add more value to the organization and its customers, thus increasing the company’s
value in both financial and social terms. He constantly challenged his employees
to ask themselves “How can I add more value?” and to ask themselves that question
at least once every day.
The Traits Related Behaviors
1. Being able to make a decision. Good managers
are like good generals—they can make decisions. Sometimes the suggestions come from
team members and smart internal advisors, but often the decisions come from that
mysterious place inside true leaders. Good managers slice through all the minutia
and make a decision. Nothing happens without a decision. Even doing nothing is a
decision. Carlos said the problem with the latter is that doing nothing is often
so comfortable. But if you’re doing nothing, you’re probably standing still and
that’s when your competition will run you over. Also, accept responsibility for
your decisions whether or not they turn out to be right or wrong. Learn from your
mistakes.
2. Be a good role model. Never forget, in one
respect business organizations are no different from fish: they both start to smell
bad from the head down. Be consistent to the company’s philosophy. Talk is cheap,
actions count. As the leader, people will gravitate to, and emulate, your behavior.
It always has to point toward creating sustainable increases in equity holder value
while hopefully supporting sound social values as well.
3. Focus. Good leaders pick out the most important
thing and that’s what they do. Once that’s done, they move on to the next, then
the next.
4. Being there. Don’t just sit behind your
desk. Get out there to your employees and customers. Let people know that you know
what’s going on and that you care. Great managers aren’t detached. They get out
there and are symbolically on the shop floor.
5. Give positive feedback to their team members.
Always be net positive. When he had to be critical Carlos would think it out and
try to be just as honest in his criticism as he was complimentary. This helped his
team members trust what he had to say.
6. Always move forward. Always stay dynamic.
Stay optimistic and continually make things better. A complacent manager is doomed.
A great enterprise never “arrives” anywhere; it’s always in motion. Be like the
Eveready bunny—just keep going and going and going. “A good manager will always
strive to reach the horizon even though he knows he can never arrive.”
