By Sondra Whitt
Once upon a time a leader was expected to be the so-called alpha male – the stereotypical hard-charging, steam-rolling, corporate warrior, workaholic. But what about today’s leaders?
Robert McGarvey outlines seven desirable traits of today’s leader in an article in American Way Magazine entitled Field Guide to the New CEO. These are the leadership traits that get results: First of all, they are humble and “project a strong, sincere sense of personal modesty” with no room for arrogance and flamboyance. They are inclusive; they’re open to input from their employees when making decisions and work to build consensus instead of just issuing edicts. “They are masters at motivating others to rally around shared objectives.” Today’s leaders are broad-minded, in the sense that they have to be “able to build trust across (global) geographic boundaries.” They are intimate from the standpoint of being more approachable and personal. They no longer stay in their ivory towers but are as accessible to and interested in as many customers and employees as possible. Great leaders of today are values-oriented. People today “want to work for companies that are values-based and they want leaders who set the example.” The bottom-line profit can no longer be the only consideration behind all business decisions. Today’s leader is empathetic, living the Golden Rule, treating employees and customers like they themselves want to be treated. And today’s leader is absolutely honest. No more of the “bogus degrees, trumped up sales figures, and criminal convictions that have undermined dozens of CEOs in recent years.”
Michael Fiener, former PepsiCo executive, is a good example of a leader who exhibited strong leadership behavior that his employees wanted to emulate. He embodied McGarvey’s list of desirable traits and was also described as “fair, straight-forward, ethical and demanding – but compassionate. He was about values, standards and leadership by example.” Many of Fiener’s protégé’s have gone on to head human resource departments in companies such as Dell, Microsoft and Sears. “A great boss doesn’t need a larger-than-life persona, and leadership isn’t composed of heroic gestures and brilliant insights,” writes Feiner in his book, The Feiner Points of Leadership. “Rather it’s the unglamorous and old-fashioned work of building relationships, being committed to employees’ success and holding them accountable.” He inspired and encouraged his employees and he also held them, as well as himself, accountable to performance standards.
Feiner says that ninety percent of leadership is hidden below the surface. Such as believing their company’s mission/purpose is important and inspiring their employees with the same belief. They create high expectations, challenging employees to be better than they thought they could be. Feiner cared as much about his employees’ success as he did his own and showed it by giving of his time, advice, attention, coaching and feedback. He got to know his people, treated them as individuals and believed tough love was a demonstration of his commitment.