By George Waggott, founder, and Roberto Fonseca-Velazquez, summer law student, George Waggott Law
In leadership, people often seek a singular key to success, whether by mastering a specific skill, following advice from leadership books, or emulating prominent leaders. However, Barry Conchie, an expert in executive assessments, challenges these approaches in his book The Five Talents that Really Matter, co-written with Sarah Dalton. They argue that leadership cannot be reduced to one skill, habit, or trait, nor can it be developed through sheer practice. Instead, Conchie and Dalton claim that leadership comprises a unique combination of innate talents, which vary across individuals but are essential for success.
The authors' research, which is based on 58,000 leadership assessments, identifies five core talents of exceptional leaders: setting direction, harnessing energy, exerting pressure, increasing connectivity, and controlling traffic (which refers to managing complexity). These five talents, according to Conchie, are inherent and cannot be taught or acquired through practice. High-performing leaders express these talents uniquely, and there is no formulaic approach to leadership success.
Conchie and Dalton’s findings also highlight significant insights into leadership dynamics. For instance, women and ethnic minority leaders are reported to consistently score higher on executive assessments than their white male peers, suggesting that they are held to higher standards for leadership roles. This challenges the stereotype that minority candidates lack leadership capabilities. However, the authors note that many talented leaders, particularly women and minorities, are often suppressed or mismanaged by weaker leaders, predominantly male, within their organizations.
Another key finding is that many organizations suffer from a leadership deficit in strategic thinking and growth orientation. This problem often arises when forward-thinking employees are dismissed or penalized for challenging the status quo. Additionally, there is a bias across organizations towards selecting leaders with strong action orientations. This is the case even when this comes at the expense of thoughtful, comprehensive decision-making. Conchie and Dalton warn against this, emphasizing the importance of balancing speed of action with deep, strategic thinking.
Regarding setting direction, they find that many leaders prioritize "getting things done" over contemplating ideas and strategies. Yet effective leadership requires a balance between quick decision-making and broad, thoughtful analysis. Leaders must expand their perspectives and expose themselves to diverse ideas to enhance their understanding of the bigger picture.
In terms of harnessing energy, Conchie and Dalton argue that many leaders mistakenly assume that all employees are motivated by competition. In reality, many are driven by personal achievement. Leaders should focus their coaching efforts on improving strong performers rather than investing in marginal improvements for underperformers.
When it comes to exerting pressure, Conchie and Dalton advise against offering false promises of future stability. High-performing leaders challenge the notion of maintaining the status quo, instead pushing for continuous improvement and change. Persistence and persuasion are critical in driving meaningful progress.
In increasing connectivity, successful leaders demonstrate high levels of self-awareness and emotional intelligence. They are adept at building strong relationships without compromising objectivity, acting as mentors and coaches who elevate their teams' performance.
Finally, great leaders manage complexity with flexibility, akin to acting as air traffic controllers. They navigate organizational challenges with structural thinking, aiming for excellence in every aspect of their operations.
Conchie and Dalton’s research reveals profound truths about leadership, offering a roadmap for improving effectiveness based on scientific data rather than popular leadership myths. Their findings encourage leaders to cultivate their unique talents while fostering a culture of strategic thinking, growth, and connection.
For more information about George Waggott Law, please see: www.georgewaggott.com, or contact: george@georgewaggott.com
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