Jan 31 2017| Leadership

Super Leader: Out of this world?

We recently took part in a leadership debate with an expert panel drawn from public and private sectors.

by Phil Eyre Founder

We recently took part in a leadership debate with an expert panel drawn from public and private sectors. Different members of the panel identified these skills that make for a great leader:

- Charisma (communication and interpersonal skills)

- Courage & compassion

- Authenticity

- Resilience

- Integrity

These are really great qualities and I would endorse them all! Yet the questions is, from where do these (and other great leadership qualities) come from? Are we born with them? Can we develop them? Are these skills forged in the midst of struggle? How do we know if we possess them? It can sometimes seem that our expectations for leadership imply a superhuman, otherworldly set of qualities that simply cannot be achieved!

Insight into our behaviours, motivations, blind spots and propensity towards great leadership qualities is the best starting point to developing them. In short, you cannot change what you do not know. If we simply ignore our nagging pain and stress we miss the opportunity to overcome our less-than-great skills. It's like choosing not to go to the GP when you have pain; at some point, it will build and prevent you from living a healthy life. Understanding what we 'have' (and don't have) is crucial if we want to develop qualities such as those expounded by leadership experts, including in Guernsey last week.  

Where can we find out; where can we gain this knowledge? We can ask others, we can spend time reflecting on our actions and behaviours. And, most effectively, we can look to science and objective data for answers. At LifeThrive, we use the Quality of Motivation Quotient, using science developed predominately by Dr Martin as one powerful tool to gain insight.  This helps us to see how positively or negatively motivated our colleagues & clients are. We can assess for productive skills (ambition, accountability, awareness, agility) - those that make for great leaders; and for counterproductive skills (defeating, sabotage, punishment, martyring). This data allows us to explore character qualities; those that propel us forward and those that hold us back. Once identified, counterproductives can be addressed via a personal development plan. We've seen some remarkable changes over just a few months in the personal and leadership qualities of many of our people.

We need not look to Krypton for great leaders. We can look a lot closer to home. But we do need to look.

About The Author | Phil Eyre

Phil is Leaders’ founder. He has an enthusiastic and inspiring style, drawing on his experience in business, academia and social sectors to help any leadership team to achieve phenomenal performance. Phil has sophisticated expertise in psychometrics and in the application of human data for individual, team and organisational success. He has trained with, and been mentored by, global leaders in this field, notably Dr Chuck Coker in the US. Phil began his career in the UK offshore finance industry in 1994, working for a wealth management company in Guernsey, Collins Stewart (CI) Limited, now Canaccord Genuity Wealth International. Phil was head of the company's Guernsey division, with a staff of 120 and assets under management of £4.5billion before resigning from executive responsibilities in 2008. Phil has served on the boards of three charities, including BMS World Mission, a UK charity with over 80 employees and a global reach. Phil also ran the Guernsey hub of a national theology college, received accreditation as a pastor in the Baptist Union of Great Britain and served as a non-executive director for Canaccord Genuity Wealth International. Phil is a non-executive director, member of the NED Forum and a member of the Institute of Directors.

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