The law of the inner circle: Those who are closest to me will determine the level of my success.
Identifying potential leaders
Good leaders realise the significance of surrounding themselves with talented people. That's why leaders repeatedly ask me, "How can I be sure to hire the right person?".
I have never discovered a foolproof hiring practice, but I do know finding a great hire goes hand in hand with identifying potential leaders.
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When looking for a leader, do I see a constructive spirit of discontent?
Constructive discontent is a leader's unscratchable itch. It's the trait making a leader averse to adverage and opposed to the status quo.
Potential leaders possessing constructive discontent will question existing systems and push for improvements. They perceive problems and come up with solutions.
As Kouzes and Posner say, leaders have a pioneering instinct. They are not afraid to step out into the unknown. They are willing to take risks, innovate, and experiment in order to find new and better ways to operate.
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Do they offer practical ideas?
Highly original thinkers can have problems leading when they are unable to judge their ideas realistically. Brainstorming is not a helpful practice in leadership unless useful ideas are generated.
In the words of John Galsworthy, "Idealism increases in direct proportion to one's distance from the problem". Potential leaders have the rare ability to translate idealistic goals into realistic and workable actions. Leaders are not frozen when obstacles disrupt the perfect plan. They have the flexibility and fortitude to account for resistance to the ideal.
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When they speak, who listens?
Potential leaders have a "holding court" quality about them. Their words carry weight. What they say is valuable and inspires action.
When watching groups of people interact, in a matter of five minutes, I can pick the leader every time. When it comes time for the group to make a decision, all eyes focus upon the person with the greatest influence.
The extent of a person's influence speaks volumes about their potential in leadership. Here are seven key areas to evaluate the level of influence in a possible hire:
| Character: |
who are they |
| Relationships: |
who they know |
| Knowledge: |
what they know |
| Passion: |
how strongly they feel |
| Experience: |
where they've been |
| Past successes: |
what they've done |
| Ability: |
what they can do |
Do others respect them?
Respect is vital for leadership, yet it can be difficult to discern in young leaders who have not fully developed. Peer respect doesn't reveal ability, but it shows character. I'll conclude this article with the following acronym on respect. I have found it to be a helpful device to evaluate the respectability of emerging leaders.
R - Respects their co-workers and exhibits self-respect. Instead of asking for respect, they give it and earn it.
E - Exceeds the expectations of others. Naturally sets the bar higher than anybody else sets it for them.
S - Stands firm on convictions and values.
P - Possesses maturity well beyond their years and shows self-confidence.
E - Experiences a healthy family life.
C - Contributes to the success of others.
T - Thinks ahead of others. Potential leaders are marked by their ability to outpace the thinking of those around them.
Read the article:
Picking Potential Leaders - Part Two