The Single Most Important Trait of a Leader

I’m noticing a recurring theme in the challenges that leaders face when they get stuck. Many speak to the tension of working with someone who is talented, but difficult. These individuals are perceived to be indispensable, but despite the value that they bring, the organization appears to be stifled in its ability to innovate and grow under their leadership.

There are murmurs of discontent, with people feeling as though they must tread carefully, hesitant to voice concerns or offer critiques. The behaviour of these key individuals seems to overshadow the contributions of others, stifling valuable insights instead of fostering collaboration and improvement.

In such scenarios, a natural process of attrition begins, with team members gradually departing while others remain, grappling with their own sense of being stuck. They navigate the tension between the restrictive culture at work and their personal responsibilities outside of it, such as mortgages, family commitments, and the reluctance to uproot their lives. As the circumstances fail to evolve, those who stay develop a sense of learned helplessness, growing apathetic and merely going through the motions. Consequently, the organization loses its drive and energy, perpetuating a cycle of stagnation. Meanwhile, the problematic individual often remains shielded and even praised for their strengths, despite leaving a trail of disruption.

While this may sound bleak, I've observed this pattern in enough settings to recognize it. However, there's one characteristic that could completely alter this trajectory: accountability. Flourishing organizations are led by individuals who not only welcome feedback but actively seek it out. They approach feedback with humility, apologize when necessary, and commit to making improvements. They acknowledge the impact of their actions and understand that this feedback loop is essential for personal and team growth.

Ideally, a healthy leader embraces feedback and uses it as an opportunity for introspection, rather than responding defensively. They examine their internal reactions with curiosity, acknowledging any insecurities that may prompt defensiveness, and view feedback as a chance to enhance self-awareness and behavior.

This defining trait distinguishes leaders who are open to growth and development from those primarily concerned with self-preservation. Defensive leaders deflect feedback with excuses, blame-shifting, or by downplaying the issue, refusing to take responsibility for their actions and their effects on others.

While it's commendable for leaders to initially assume the best of their team members, it's crucial to adjust this stance when patterns of behaviour prove otherwise. At that point, it's essential to accept people for who they've demonstrated themselves to be and focus efforts on holding them accountable. This involves having difficult conversations, exploring the impact of their actions, setting clear boundaries and deadlines for improvement, and enforcing consequences if necessary.