The Great Business Leader Inbred Traits

published in: Inborn leadership traits

15 Nov

The development of genetic engineering has hardly left characteristics that can not be modified.  Under inborn traits and skills for building a good business leader we also mean those that are extremely difficult or almost impossible to develop after we have shaped our personality.

In the article "The qualities of the great
business leader" we discussed the 6 most important qualities for a successful business leader:

   1. passion - devoted to what they do;
   2. decisiveness – on time resolution of difficult issues;
   3. vitality - a strong internal energy;
   4. charisma – to bring energy to others, to inspire them;
   5. business ethics - integrity and honesty;
   6. effectiveness - to achieve high results.

In our view, the most obvious innate quality is vitality (golden aura, the powerful internal energy).  It is hard to find such people.   And we do not know any methods for conversion of melancholic type of personality in a highly energetic tireless choleric personality.  Either you are born with a huge charge or you are not.  True leaders have this huge inner charge, and if we bring a light bulb closer to them – it will be lit up

Charisma, the ability to inspire is in strong relation with vitality.  How could we light up the others if we do not have huge charge?  There are techniques how motivate a team, but to inspire the team - spirit, energy is needed. And again, you either have it or not.

Decisiveness - perhaps most controversial - is a skill that can be learned, acquired.  But we think only in the first 15-20 years of our lives!  If we are 30 and we lack decisiveness, it is unlikely we to be able to change in the future.  The power of habit is so great that only a huge shock could take us out of the fortress of our staid nature.  For reasons that managers as a rule are over 20 years we have assumed that for them decisiveness is an inborn trait.

In our opinion, effectiveness, business ethics and passion can be learned by anyone.  The passion is a function of our ability to be realistic about ourselves and to choose a profession we like.

Many people with business leadership potential never disclose it.  It is responsibility of every manager to detect employees with leadership potential and develop them. But how to recognize leadership potential in people that surround us?  Let us consider a simple example: two children from kindergarten at age 4 years:

Chrisy Kamy
allows Mom to fold her pyjamas folds pyjamas herself
allows Mom to choose her clothes for the kindergarden chooses her clothes for the kindergarden herself
Allows Mom to assist her in dressing up does not accept any help when dressing herself
when she falls down - cries and waits until mother stands her up when she falls down - cries but stands up alone
cannot tie her shoes and does not try cannot tie her shoes but each time tries to 

Suppose you can invest one hour daily in training one of the children.  Which one will you choose (provided that none is yours )?  Kami, surely, has the gene for self-dependence.  But with even greater certainty, parents encourage her to do things independently, ie develop her.  Kamy will most likely develop decisiveness, courage to take hard decisions earlier than Chrisy ...

Looking at the people around us and benchmarking them to the "great
business leader" characteristics helps us to find employees with leadership potential.  Assessment of this potential is another quite difficult task.

Even more difficult is to evaluate ourselves.  The easiest way is to have a good friend, honest and direct, best if he is our mentor.  The ideal option is he to be also a colleague of ours.  But to most of us, the mirror is the only honest partners that does not lie, does not flatter (because it cannot speak).  And at the end,the  difficulties remain for us .



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