Reflecting on what I feel makes a leader truly great, I realise that leadership is generally misunderstood. It should not be about rank or authority;
I’ve seen individuals in high positions in big corporations who lack the trust and respect of their teams. Conversely, I’ve witnessed those in seemingly less powerful roles who, despite having less formal authority, choose to support their colleagues and inspire trust. This is the essence of leadership: the responsibility to uplift those around us. Every one of us has the power to be the leader we wish we’d had in our own careers, whether that be leading with a small or a capital “L”. We can lead our teams and clients by committing to their success, serving their needs and dreams rather than merely focusing on our bottom line. While financial goals and metrics are important, they should reflect the value we provide to others. The best leaders I know are perpetual students of leadership. There’s no such thing as an expert leader, just as there’s no expert parent. True leaders are always reading, engaging in discussions, and seeking knowledge about leadership. While vision and charisma are rightly highlighted as key traits, I believe courage is the most overlooked characteristic of effective leadership. It takes courage to advance a vision, to take risks on people, to delegate and to influence. Great leaders possess the integrity to do what is right, even when it’s difficult. So, to me, leadership is a journey of learning and courage that serves, inspires trust and creates growth in others.
What do you think are the key characteristics of a leader?
I try to meet with, virtually or in person, lots of my business and coaching contacts, and I find this an effective way of keeping up to date with the latest relevant issues. It also helps to ‘ground’ me and encourage me to check in with my own work and approach. Along the way I have lots of discussions about leadership which inevitably entails wildly differing views and opinions.
Out of the proliferation of remote work during and after COVID, a new challenge for organisations has emerged: many important skills are not easily, or cannot be, nurtured through screens. In the traditional office environment, the subtle yet powerful process of learning osmotically plays a critical role. Leaders model behaviours, and employees, often subconsciously, absorb crucial skills such as adaptability, emotional intelligence, and intuitive decision-making. Even resilience can be enhanced through witnessing other people’s coping mechanisms.
In today’s fast-paced work environment, our calendars often look like a Tetris game of meetings, where every line is filled without a moment to spare - perhaps some see it as a challenge to do so, or a function of importance? But how many of these meetings are truly necessary or even productive?