The Extraordinary Leader, Turning Good Managers Into Great Leaders, SIXTEEN BEHAVIORS

 

SIXTEEN BEHAVIORS (COMPETENCIES) THAT MAKE A DIFFERENCE IN HOW LEADERS ARE PERCEIVED BY OTHERS

“Having presented our concerns about competencies and some suggestions about remedying this concerns along with an analysis of why the are so intricately  linked, we now present our own framework of competencies that make a difference.

How are impressions about leadership effectiveness mot powerfully created?  Our research shows that drawers noticed some competencies  much more than others.  We believe that emphasizing the differentiating competencies will help leaders create a more favorable impression.  Our research confirms that a real impact on employee turnover, customer satisfaction, and profitability occurs only when leadership is perceived a being extremely bad or exceptionally good.  Being horrid at a competency gets notices; being extraordinarily good gets noticed; but being average or good at something does not.  Hence, the need for our advice regarding fixing a fatal flaw.  If people have fatal flaw (some behavior or competency that is rated very negatively), this may be the main source of there negative impression.  In order to create a change in the Gestalt (general impression), people need to make noticeable changes.

What follows is a more details description of competencies, with further information about how people who score highly on that competency behave, and how people who receive low scores also behave on it.

CHARACTER

1. Displaying high integrity and honesty

High performers:

-Avoid saying one thing and doing another (i.e., walk the talk)

-Act consistently with their words

-Follow through on promises and commitments

-Model the core values

-Lead by example

Poor performers:

-Are threatened by others’ success

-Make themselves look good at the expense of other people

-Blame failures on others

PERSONAL CAPABILITY

2. Technical and professional expertise

High performers:

-Are sought out by others for advice and counsel

-Use technical knowledge to help team members troubleshoot problems

-Have credibility because of their in-depth knowledge of issues or problems

Poor performers:

-Do not understand the job well

-Are technically or professionally incompetent

-Have become out of date technically

-Fail to understand the technology/profession well

3. SOLVING PROBLEMS AND ANALYZING ISSUES

High performers:

-Exercise a high level of professional judgment

-Make good decisions based on a mixture of analysis, wisdom, experience, and judgment

-Encourage alternative approaches and new ideas

Poor performers:

-Fail to anticipate and stay on top of problems

-Do not consider an appropriate range of alternatives before making a decision”

Personal comments:

My most memorable experience was dealing with that felt threatened by me.  Many I worked with did not possess empathy (support, influence), and instead of teamwork developed roadblocks to team.

Personal note:

This blog made its debut in 2011.  It’s been enjoyable to write about my experiences, but now it has become more of a chore.  When I’ve finished commenting on these 16 behaviors this blog road will end.  It may start up again at a later date, and only time will tell. Best Regards.

Next: The Extraordinary Leader

Turning Good Managers Into Great Leaders

SIXTEEN BEHAVIORS (continued)

Author: maxbinkley

Creator of Leadership to the Max My experience in the military helped set the career path for me in human resources. After the military I worked for The Dow Chemical Company and left there in 1993 to venture out on my own. I purchased a small business, then a franchise then started another business in semi-retirement.

Leave a Reply

Your email address will not be published. Required fields are marked *