Career

What defines a good leader?

What defines a good leader?

AP

There will always be expert analysis, opinions and dialogue regarding leadership. What characterises it, can we teach it, how do we assess one’s competency…the list goes on and on.  To all of these questions, one should ask, “Is it really that complicated and are we looking and thinking too deeply?”

As with most engineering and life problems, the best solutions are often the obvious ones. So, what defines a good leader? Is it skills or qualities? I believe leadership qualities and leadership skills are fundamentally different, and there are sound reasons for this.

What defines a good leader? Is it skills or qualities?

In my opinion, leadership qualities are less tangible but inherently more obvious and easier to identify in someone, whereas skills are easier to define but quite often harder to assess. Qualities are generally common between individual leaders whilst their skills can vary enormously. It is this variation in skillset that defines the type of leader, not whether one is or isn’t.

A great deal of the literature written regarding leadership centres around identifying, assessing and evaluating the skills required. However, this focus can often lead to over-complication and more importantly, distraction from the most important issue i.e. the person’s qualities as a leader. In relation to someone being a true leader, I believe the qualities are mandatory, the skills are optional.

Within any organisation, true leaders will always stand out. What is even more profound is that their qualities can usually be easily identified at a relatively young age, early in their career. These qualities strengthen with time and they mature and evolve at a rate commensurate with the opportunities provided.

A critical component of any successful business is the development of them. Too often, I believe, companies assess individuals with leadership aspirations based on skills rather than qualities. Even more concerning is those with a strong skillset may be granted the privilege of leadership over those who have the inherent qualities.

Too often, I believe, companies assess individuals with leadership aspirations based on skills rather than qualities.

For me the approach is simple. Identify those within the organisation who show strong leadership qualities and then build their skills to make them more effective. Many would argue this approach carries risk, based on it primarily being an intuitive decision rather than analytical. I would argue not, due to these leadership qualities being generally easy to identify. In other words, choose the standout individuals with natural talent. Make the obvious decision and don’t over-complicate it.

Once the “easy” decision is made, then the hard work begins. Allow individuals exposure to situations that will develop their skills, whilst providing them with mentoring and guidance. Most importantly, and because of their own unique skillset, allow them to be their own type of leader.

Committing to a Career Path

Committing to a Career Path

AP

Having interviewed, employed, trained and mentored many people for over 20 years, I have seen a large number of careers, both professional and non-professional; evolve over time, with varying degrees of success or failure. Some have blossomed, others stagnated and stalled. Some I have witnessed even failed.

Over this period, it has become apparent to me, that in many instances the outcome of people’s careers is largely dependent on the individual’s acceptance of commitment.

So how do you assess the success of someone’s career? I believe it should be measured in relation to whether you reach your full potential. Hence, the first step to a successful career is identifying your potential and where you want to go i.e. Direction.

For people without a mindset of commitment, the question of direction remains unanswered, and in many instances can be seen as a positive. “If I don’t commit, I’m leaving my options open”. While options may be seen as a benefit, my advice would be to the contrary. While you’re wanting to leave options open, you are not committing 100% in a clear and specific direction i.e. you don’t have a true career path.

While you’re wanting to leave options open, you are not committing 100% in a clear and specific direction.

During my career, I’ve seen many examples within the engineering and construction industry, of people who have undoubtedly reached the peak of their profession and realised their full potential. In all instances, it has only occurred once they have settled into a role or organisation and committed 100% to their career path. The most successful of these people have identified the work environment they are in as being conducive to them achieving their goals, and based on this, decided to take that career path as a way forward. They have seen less value in leaving options open and more value in committing to a direction and path that will lead them towards reaching their full potential, or in other words, a successful career. The importance of this mindset is compounded when it becomes apparent that the earlier you make the commitment, the longer time you’re on the path, hence the further you may go.

The importance of this mindset is compounded when it becomes apparent that the earlier you make the commitment, the longer time you’re on the path, hence the further you may go.

So for those who are not yet on the path, my advice is simple:

Firstly, identify your future potential and ambitions. If you are unsure, seek the assistance of a mentor or advisor to help you assess your potential and to ensure your goals are not over-ambitious. If you are confident and sure, then go for it.

Secondly, assess whether you’re in the right work environment to achieve those goals.

Once you are in the correct environment, which includes the support of your work colleagues, commit fully to your chosen career path. Only then, within the right environment and with the mindset of commitment will you reach your full potential and have a successful career.