5 Key Leadership Abilities for Success
"The test of a first-rate intelligence is the ability to hold two opposed ideas in mind at the same time and still retain the ability to function."
— F. Scott Fitzgerald.
We all make choices on a daily basis. These either/or decisions have been drilled into us since childhood: we picked a candy to eat, a game to play, a TV show to watch, a friend to play with, or chose whether to be on good or bad behavior.
But did you ever ask "why can't I have both, do both, be both?" If so, you were likely told you were being difficult or were incapable of making a decision. I'm here to say you were onto something with these questions. You were challenging the wisdom and value of always making a choice.
There is a third and better way.
Why We Need Both/And Thinking
Effective leadership today demands that we become comfortable and ultimately adept at both/and thinking (vs. either/or thinking). Doing this fosters curiosity and the discovery of innovative solutions to today's and tomorrow's complex challenges. We need to strengthen this capability throughout our organizations.
Both/and thinking underpins The Five Leadership Superpowers previously discussed in a five-part series on thriving in turbulent times. Those proficient in the Superpowers must use this thinking to navigate the five tensions leaders and organizations face in environments of accelerating change, frequent disruptions and widespread uncertainty. The Five Leadership Superpowers — Present Futurist, Experienced Learner, Prepared Risk Taker, Strategic Executor and Accountable Collaborator — reflect each of these tensions. But remember, the Superpowers do not replace core leadership capabilities.
But what about core leadership capabilities? Do they require both/and thinking? The answer is a resounding yes. Given the environment and workplace dynamics, five specific core leadership capabilities are essential for effective leadership now and in the future. Each of these reflects a tension or a paradox that leaders must navigate. The five are:
- Learned Improvisation
- Confident Humility
- Knowledgeable Curiosity
- Powerful Vulnerability
- Strategic Generalism
Organizations that have these capabilities will outperform those that do not. Let's see why.
Related Article: Hire for the Full Spectrum of Competencies
5 Core Leadership Capabilities
1. Learned Improvisation
Improvisation is often thought of as acting or speaking without planning or preparation, especially in comedy. In essence, it is thinking and working on the fly. Despite its very nature, it is a capability that can be learned. How? Whether in business or government, it involves leaders developing the skills and mindset to adapt, think creatively and innovate in a rapidly changing environment. It helps leaders stay ahead of the curve and achieve their long and short-term goals with greater ease and confidence.
Microsoft CEO Satya Nadella, known for his ability to adapt and innovate in a rapidly changing environment, is an excellent business example. He has honed this ability over his career. He fosters the same in his team, encouraging others to experiment and take risks, leading to new products and services. Beyond having this capability, progressive leaders foster it in others, building bench strength. An example from the public sector is Jacinda Ardern, former Prime Minister of New Zealand. Ardern was known for her compassionate and adaptable leadership style in handling the Christchurch mosque shootings and then the COVID-19 pandemic.
2. Confident Humility
This trait combines two contradictory qualities: strong self-assurance and a modest, unassuming attitude. It is the ability to have faith in one's abilities and decisions while recognizing and respecting the perspectives, skills and contributions of others. Those with this capability actively listen, are open to constructive feedback and ideas of others, and are willing to give credit to others when due. These leaders tend to be other-focused vs. self-focused, which improves teamwork and aids in relationship building. Being authentic is essential.
On the business side, Berkshire Hathaway CEO Warren Buffett is known for his down-to-earth demeanor and willingness to admit his mistakes, even though he is one of the most successful investors in history. An equivalent in the public sector is Vice President Kamala Harris, who is known for her intelligence, confidence and humility. She has remained approachable and authentic in her interactions with others throughout her career.
Related Article: When Times Are Tough, Leaders Get Humble
Learning Opportunities
3. Knowledgeable Curiosity
A leader with this capability has a mindset of curiosity and a thirst for knowledge, even though they may have a good understanding of the subject. Individuals with this trait want to move past a surface understanding to explore different aspects of a challenge, in order to better frame and resolve it. They purposefully ask insightful questions and pursue answers. They know there is more to learn and work to stay ahead of the game.
In the business world, Oprah Winfrey personifies this capability with her passion for learning and self-improvement. She has an uncanny ability to connect with people, gently ask those tough questions, and inspire audiences. She is passionate about education and learns more to support this interest. In philanthropy and public service, Bill Gates and Melinda Gates actively engage in the projects they support. Even with their deep knowledge of technology, global health and education, they are both intellectually curious, constantly seeking out new information and perspectives to inform the work of their foundation.
4. Powerful Vulnerability
A leader with this capability is open and authentic about their emotions, experiences and weaknesses while maintaining a sense of strength and confidence. They are honest and transparent about their struggles but do not let them define who they are. They use their vulnerability as a source of strength that enables them to connect, engage, inspire and motivate themselves and others to drive positive change. Leaders with this capability build stronger relationships and foster greater trust and empathy. It is helpful that they are seen as humans too.
In the business world, Sheryl Sandberg, former COO of Meta, shared her grief and challenges as a single parent in the wake of her husband's death. She broke down the stigma around grief and loss by being open and inspiring others to share their stories. President Joe Biden has also been open about his struggles with grief and loss. He powerfully leverages this to advocate for the support of others.
Related Article: An In-Depth Look at Participative Leadership
5. Strategic Generalism
Someone with this capability has and continues to build a broad range of knowledge and skills across multiple disciplines. They use this knowledge to adapt to new situations, work in various contexts, make strategic decisions and solve complex problems. Being strategic and systems thinkers, they can zoom in to see how multiple parts of the business work, and zoom out to see the big picture and connect the dots in ways others cannot. They are adept at working across functions and can be a driving force for breaking down silos.
Richard Branson, the founder of Virgin Group, a conglomerate with approximately 400 businesses in various industries, is known for his broad range of interests and expertise and willingness to take risks and think outside the box. On the public side, Michael Bloomberg, former mayor of New York City and founder of Bloomberg, is a strategic generalist who draws on his background in business and government to drive large-scale change on both public health and environmental issues.
Walk the Leadership Walk, Don't Just Talk It
While the examples provided are famous people, you do not have to be well-known to benefit from these five potent vital capabilities. It is rare to find someone who embodies all five of these capabilities and traits at the highest level — but that doesn't mean it is not a worthy aspiration. Many of the leaders highlighted for each capability exhibit one or more of the others, such as Jacinda Ardern and Satya Nadella.
The more a leader demonstrates and exhibits these capabilities and traits, the more the organization and leader benefit. That said, as with The Five Leadership Superpowers, where a leader lacks one or more of these capabilities, having a leadership team colleague who can fill that gap is incredibly valuable. The benefits accrue from each of these individually and build on each other.
Starting at the top of an organization is far more effective in developing these capabilities as is hiring and/or promoting based on these traits. When fellow leaders and the rest of the organization see this demonstrated at the very top, it becomes safe to exhibit and build these capabilities. Otherwise, leaders undermine themselves and the organization if their actions do not match their words. Word of the leader or leadership hypocrisy spreads quicker than ever before, and the reputational damage to leaders and the business happens just as fast.
Related Article: Here's a Novel Idea for Leaders: Don't Monitor, Participate
Where to Start
It's time to assess these capabilities in yourself and your leadership team and ask others to do the same to get an honest perspective. Use these assessments to develop a plan for how you will build for and increase these capabilities in your organization. Failure to do so will hinder you and the organization from reaching its fullest potential. Removing these and other obstacles is essential in the dynamic environment we're operating in — and will separate those who thrive and those who do not.
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About the Author
Jay Weiser is the Principal and Founder of Jay Weiser Consulting. Fueled by a passion for helping clients reach their potential, he enables leadership teams and their organizations to not only survive but thrive in the face of disruptiveness and uncertainty.
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