January 04, 2010

A Happy New Year to all who are reading this blog.

Below is an article on preparing the next generation of leaders by William F. Baker and Michael O’Malley to start the new year:

The four qualities that great leaders are able to instill in others are:

  • Self-confidence
  • Self-control
  • Self-awareness
  • Self-determination

 

These four qualities—confidence, control, awareness, and determination— are not entirely independent. For example, leaders who are self-aware, who are attuned to their thoughts and feelings, in the context in which they are generated, are better equipped to offer calm and measured responses—that is, to stay controlled. Those who are confident are better equipped to take personal responsibility for outcomes and to take necessary action accordingly, without prodding from others. Taken together, these qualities form a cluster of abilities that others may admire as aplomb and maturity.

 

Self-Confidence

Successful executives naturally do not believe that they control the vicissitudes of life. What they can influence, however, is the way unpredictable occurrences are converted into meaningful experiences. It is only when the unsuspected is welcomed that it can be met with assuredness and the prospect of opportunity. Indeed, confidence in their abilities creates these situations in the first place. Those people who greet their worlds with confidence are much more adventuresome and have the personal resources (and resourcefulness) to meet new acquaintances, locate promising deals, and acquire interesting snippets of facts—even when stumbled upon by chance.

 

Self-Control

A well-adjusted adult is able to control his impulses in order to maintain a healthy perspective on what is most important and advantageous to his welfare in the long run. A well-adjusted leader, who is presented daily with a host of distractions, must be able to cut through the clutter and avoid being derailed or consumed by temptations and ancillary issues. The proverbial low hanging fruit that many managers reach for may be bad apples. Often these are diversions that use up precious time and resources and sidetrack leaders from the company’s main focus.

 

Self-Awareness

Great leaders recognize self-awareness and personal examination as virtues because these keep leaders attuned to the kinds of people they wish to be. Conversely, leaders who become divorced from their moral centers are able to justify any act, no matter how reprehensible it may be.

 

Self-Determination

By self-determination, we mean that ownership of results resides with each individual. Responsibility for one’s actions can’t be carved up or displaced. It means there is always choice.

 

Rather than hold people accountable, some managers often let employees off the hook by rationalizing or avoiding employees’ failings and thereby becoming duplicitous in excuse-making. But if you really want others to succeed, you have to fight your way through all of the obstacles that prevent honest feedback, and to combat the tendencies people have to deny personal obligation.