The 52 Essential Attributes Of Truly Successful CEOs

For those aspiring to be CEOs, this list may seem somewhat daunting. But, to coin a phrase, these are not ‘rocket science' - they are skills which are readily definable and learnable. In fact, with 52 in the list, why not focus on just one per week and see the amazing difference after only a year?

Winston Churchill, the great British war-time leader, once observed, "Sometimes it is not sufficient to do one's best - sometimes one has to do what is necessary". And so it is with leading organisations.

The question of what makes someone a great leader has long exercised many minds, but still the debate rages. Whatever those qualities are, it is clear that we aren't doing such a good job at producing great leaders - just look at the never-ending stream of management fads over the last 100 years, the countless books and articles, the myriad of university courses and the huge investment in leadership development programs and ask what we have got from it all. Surveys of staff attitudes to their leaders consistently and clearly indicate that the answer is ‘very little'.

From my own experiences, observations, discussions and readings spanning over 30 years, I have concluded that there are certain innate qualities which set good leaders apart. I have identified 52 of these attributes which are listed below.

This is a list to keep in your top drawer and refer to frequently - as a reminder of what is necessary and to help focus your efforts and behaviours. It is also a useful benchmark to assess the leaders you work with.

The list is in no particular order.

1. Adaptable to changing situations and circumstances
   
   
2. Can handle ambiguity - is not ‘black and white'
   
   
3. Is analytical, can get to the core issue quickly
   
   
4. Astute people selection - does not seek clones but rather those who complement their skills and who won't be afraid to challenge
   
   
5. Balanced - has a life outside the office
   
   
6. Challenges the status quo
   
   
7. Clarity - can think and talk clearly, stays focussed
   
   
8. Is a willing and available coach/mentor to others
   
   
9. Shows commitment - to the business, the task in hand, the executive team and staff generally
   
   
10. A good communicator, both in one-to-one and group situations, as well as in writing - in substance and not just style
    
    
11. Competent in the role/level
    
    
12. Confident of their ability but keenly sensitive to the dangers of hubris
    
    
13. Has the courage of their convictions- particularly in troubled times, but is not foolhardy
    
    
14. Delegates - doesn't try to do everything themself, but expects accountability
    
    
15. Is clear on their direction - knows where they are heading and why, and how to get there
    
    
16. Has ‘emotional intelligence' - can empathise and manage relationships with others
    
    
17. Is energetic - but knows when to slow down/switch off
    
    
18. Is engaging - and genuinely interested in people and their well-being
    
    
19. Minimises the casualties from their decisions
    
    
20. Maintains focus on the strategic direction
    
    
21. Generates ‘buy-in' from all parties
    
    
22. Humility - keeps their feet on the ground
    
    
23. Has high standards of integrity - and insists on the same from others
    
    
24. Intellect - has a high level of intelligence
    
    
25. Exercises sound judgement - particularly under pressure
    
    
26. Knows the business and its operating environment well
    
    
27. Knows the questions to ask
    
    
28. Is a good listener, emotionally as well
    
    
29. Is numerate - can read and understand financial statements
    
    
30. Doesn't ‘play games' or mess people around - ensures others do likewise
    
    
31. Is passionate - about life, the business, family, other interests
    
    
32. Has top grade people skills - encourages their input, values their opinions, develops their skills and is motivating, supportive, caring and constructively critical
    
    
33. Is perceptive - can read situations and other people well
    
    
34. Persists - when the going gets tough...
    
    
35. Is persuasive - without being bullying or dogmatic
    
    
36. Prioritises tasks - works on the important stuff
    
    
37. Is resilient - bounces back from setbacks
    
    
38. Is self-aware and self critical - knows their deficiencies and addresses them; can accept criticism from others
    
    
39. Has a healthy self-esteem - but does not believe they are infallible
    
    
40. Is strategic in thinking and outlook - but is also aware that successful implementation is what counts
    
    
41. Is a team player - not an autocrat, gives credit to others and seeks and values their opinions
    
    
42. Trusts others - but verifies what they are told
    
    
43. Is trusted by others - is honest in all dealings
    
    
44. Understands the ‘value proposition' of the business
    
    
45. Is unwavering in the pursuit of their goals - but is aware of risks, monitors progress and is not afraid to change course when needed
    
    
46. Has clearly developed and articulated values
    
    
47. Is visionary - can see the big picture and read future trends
    
    
48. Walks the talk - always
    
    
49. Is consistent and even-handed in behaviours and decisions
    
    
50. Watches the details - while delegating and not getting bogged down themself; well understands that inattention to the detail can bring them undone
    
    
51. Is not afraid to admit mistakes - learns from them and moves on
    
    
52. Has a degree of luck, even though it is true that we can make our own. Sometimes, just being in the right place at the right time does help!

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Denzil Griffiths. Denzil Griffiths is an experienced CEO, company director, consultant, speaker and author. For further information, email: denzil@bigpond.net.au or visit the web site: www.denzil.com.au
First published: 24 May 2007.
Last updated: 24 May 2007.