The seven attitudes of exceptional leadership
This is the first in a two-part blog focusing on the essential attributes of leadership. The second offering will address ‘the seven aptitudes of exceptional leadership’.
Several years ago, my line manager said to me: “give me a hard worker over a clever man”. Since that time, I have come to appreciate that no matter how talented, well educated or intelligent a person may be, none of that matters if they do not have the right attitude. When it comes down to it, attitude is the lubricant that makes it possible for the gears to shift and the binding agent that makes effective co-ordination possible.
It goes without saying therefore, that a leader with the right attitude can be the most powerful influencer in the room. Not just any influencer, but one who can synthesise the disparate frequencies of organisational sound into a coherent symphony. So, let’s explore the ‘the seven attitudes of exceptional leadership’.
1. The attitude of positivity
Everyone can recognise a positive attitude. A sunny upbeat disposition sees the upside in every situation and can be highly infectious. However, in a leadership context, positivity is more than just a feel-good factor. The attitude of positivity operates much like a thermometer because it helps to maintain a healthy business climate within an organisation. When the business climate is conducive, it is easier to focus minds on ‘wicked’ problems and break and the back of difficult challenges. This is because people are more likely to see the art of the possible when thoughts are aligned, and minds are in tune.
2. The attitude of gratitude
Many blog paragraphs have been written about the impact of gratitude on workforce productivity and employee satisfaction. When a leader shows gratitude, they assign value. Whenever value is assigned, it is an expression of worth, with a higher value, demonstrating a greater worth. Think of it this way, gratitude is a bit like a stock market investment. An investment is an expression of confidence and when confidence rises, so too does the perception of value. Apply that same reasoning to an individual and it is easy to appreciate the game-changing impact that gratitude can have.
3. The attitude of expectation
In the context of attitudes of exceptional leadership, expectation is not well understood. In truth, great leaders should be able to confidently predict events, not be surprised by them. This is because, as a matter of routine, leaders should always place the highest expectations on themselves and others. However, expectation is not random chance or the hopeful anticipation of an outcome. Rather, it is an informed assumption based on plausibility, credibility, confidence and trust. With expectation, effort and risk should always be balanced by a realistic assumption of reward.
4. The attitude of excellence
In simple terms, the attitude of excellence asks whether the intended result is as good as it can possibly be, not just whether it is good enough. The predicate here is that excellent results are derived from a culture and posture of exceptionalism throughout the supply chain. Clearly, for different reasons, it may not always be possible to produce the most desirable outcomes every time. Notwithstanding, if the driving ethos and ultimate ambition is to reach and even exceed the highest standards, even if the quality of outcomes isn’t as good as it can be, it will be better than most.
5. The attitude of persistence
A leader must be able to inspire people to keep going, even when they want to give up. The attitude of persistence is critical because it recognises that even with the best will in the world, the most diligent planning and careful execution will not always produce the intended results. In some cases, this will lead to deep soul-searching, disappointment and even disillusionment. However, it is in those moments when conventional wisdom dictates that it is better to accept failure and walk away, that the attitude of persistence can be the greatest determinant of success.
6. The attitude of acceptance
There are certain circumstances in which acceptance would never be considered a desirable attitude of an exceptional leader. However, look closer and you will appreciate the fact that there are occasions when acceptance can be a defining measure of leadership competence. As a case in point, consider the untold harm that a leader does, when they become entrenched in their thinking and refuse to accept their fault. Not only is there an increased risk that the same errors that occurred before will occur again, but there is also the message that it sends to others that it is ok to never acknowledge fault.
7. The attitude of benevolence
When a leader is truly benevolent it is because their focus is on the wellbeing of others, not because they are looking to serve themselves. To be activated, the attitude of benevolence does not need to know your name, it just wants to know your need. Benevolence is not familial [based on who you know] an act of reciprocity [based on what you have done] or personal [based on how you feel]. Benevolence is unconditional. Exceptional leaders who possess and exhibit this attribute are therefore not looking for rewards or recognition; their focus is on the greater good.
Like any forward leaning stance, the right attitude empowers leaders to achieve what nothing else can. Extraordinary feats, unlikely accomplishments and excellent results are all possible with the right attitude. However, with the wrong attitude, things that are easy, suddenly become difficult, whilst those that are difficult almost never get done. The most exceptional leaders understand that attitude is not an optional extra, but rather the essential connective tissue that holds everything together.
