The new leader: less brash, more quiet
The Globe and Mail article, “The new leader: less brash,
Millennials entering the
We recently assessed the president of a global industrial company. He was a strong leader with superior intellectual horsepower, a genius for strategic thinking, the resilience to tackle impossible challenges and a 24/7 work ethic. Yet, in some respects, he was failing miserably.
He missed the birth of his first son because of work. His team felt deeply unsatisfied and often
And research has long shown that high-potential and leadership-development programs tend to be filled with rising stars who stand out by demonstrating such outwardly observable personality traits.
These archetypal loud leadership traits have certainly produced great leaders. But the current business climate suggests that they may not be sufficient to make the best leaders for the future – especially given the increasing volatility, speed of change, disruption and transformation they will have to master.
The most effective leaders possess not only the loud traits that allow them to cast big visions and persuade others to follow, but they equally demonstrate the quiet traits that allow them to be vulnerable and connect with others. These leaders know when and how to balance their loud and quiet characteristics to meet the business challenges in a specific situation.
These findings are often surprising to older millennials who are being considered for C-Suite titles, as well as newly appointed or soon-to-be CEOs. The industrial company president came to understand that leaders become stronger when they are willing to show vulnerability. He began to ask for help and allow others to take the lead when necessary. Within a year, his team’s performance materially stepped up. The executive also increased
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