They say leaders are born. "That's true," says Human Capital Advisors (HCA) Business Advisor Joe Horowitz, "but the most successful are borne of experience and emotional intelligence."
The Makings of a Good Leader There are many common characteristics of great leaders, Horowitz says, but three are at the top of his list:
1. A strong, determined personality
2. A wealth of self-confidence
3. Sophisticated emotional intelligence
A strong personality doesn't mean bombastic or even an extrovert. Our late partner, John Tydings, was an example of a strong leader who loved people but also was a gentle man. But John knew that a leader must be willing to enforce discipline and not allow individuals to undermine an organization's cohesion. Those with other priorities must be refocused on common goals.
Horowitz says effective leaders recognize an organization's
"humanness." "They exhibit a 'basic fairness' and know that just because others see the world differently doesn't mean they can't or won't enthusiastically work toward common goals," he says. "Good leaders understand how others work and channel them properly."
Self-confidence goes without saying. A leader can't worry about what other people think. She must be confident in her mission and strategy, Horowitz says, "however, the better leaders recognize that self-confidence means being open to other ideas and being willing to have ideas challenged and debated."
The Makings of a Great Leader
|
"Exceptional leaders understand their own personalities and behaviors...and have keen insight into others'."
- - Joe Horowitz
HCA Sr. Business Advisor
|
It is the third trait, emotional intelligence, that separates the exceptional leaders. They understand their own personalities and behaviors - and have keen insights into others'. Horowitz tells of a woman who had successfully built a business but was frustrated that it had plateaued and that nothing she tried could grow it. After observing her in the work environment and administering the HCA Talent Assessment ProfileŠ (TAP), Horowitz told her she didn't seem able to identify and nurture those who needed it. Knowing who required more direction or a guiding hand might not only grow the business but invest employees more deeply in the company's success. The woman was struck by Horowitz's analysis, saying no one had ever told her that, but she immediately acknowledged her shortcoming and its possible impacts.
Personality Profiling
The TAP is a personality profiling tool. Profiling tools, and there are many, measure various dimensions of human personality. Personality assessment is a recognized science that can help people understand themselves and others. There are a number of methodologies that are validated statistically, and many meet U.S. employment law and Department of Labor compliance standards.
Underlying personality traits of a person explain behavior patterns. Coaches or mentors can then offer remedies directed at the problematic behavior that can then result in the person working more effectively individually and as a team member. "Such insight is priceless as it provides the clarity necessary for someone to focus on a weakness or limitation that can often lead to dramatic improvement in performance and impact," says HCA Partner Ted Bruccoleri, who coaches C-level executives.
The TAP For individual leadership development, the TAP presents a clear and unbiased look at a person's personality style, illuminating traits that may be inhibiting professional growth. Bruccoleri and other members of the HCA team use the TAP for leadership development because it offers the individual a clear self-assessment. It also allows the HCA coach to devise an intervention strategy and development plan that focuses on the key issues among individual team members. |
"Leadership and learning are indispensable to each other."
- - John F. Kennedy
|
The TAP is also used to assess talent and fit during an executive search, profiling both the hiring executive and the candidate to assess how the position, supervisor and culture will impact the prospect. "Joe's interpretation of the data is invaluable," says Bruccoleri. "His insights help find ways to make an individual, a team or a group more successful. Enabling leaders to see themselves clearly offers them the best chance to enhance their career growth." "TAP is a very powerful tool," Bruccoleri says. "There are also other assessment tools available, some focused on individuals and some on organization dynamics and structure. All can help a born leader become a truly great leader.
In our next HCA Advisor we'll examine other such tools.
Have a very Happy Holiday!
|
 |
|
|
|
|
Meet The Partner
Theodore A. Bruccoleri 
Ted is CEO and co-founder of Human Capital Advisors. He provides executive advisory, leadership coaching and retained search management services to our clients. After a career with Arthur Andersen, Ted built a number of search and staffing firms, one resulting in a sale to a NYSE global firm. Over his career he has been active in the community including charities such as Childhelp, American Cancer Society and Leukemia & Lymphoma Foundation. He has chaired committees for Northern Virginia Technology Council and the Greater Washington Board of Trade where he also was a board member.
|
Meet the Advisor
S. Joseph Horowitz
Joe is a Senior Business Advisor with Human Capital Advisors. He has had a distinguished career advising clients on all facets of organization development and performance improvement. After receiving his doctorate in industrial psychology, he focused his career on how human personality impacts performance in the workplace. Joe has advised thousands of organizations globally, from small entrepreneurial startups to Fortune 100 global companies to non-profits. The core of his practice is profiling. His Talent Assessment ProfileŠ has been used to analyze the personality makeup of tens of thousands and is an invaluable tool for selection, professional development and team building.
Email Joe
~ ~ ~ ~
|
Meet the NEW Advisor
Julie K. Brown
Julie is a Managing Director with Human Capital Advisors and will lead services in organization development and performance enhancement for both teams and individuals. Julie has held senior management positions in a number of exceptional organizations including The Corporate Executive Board, Micro Strategies, Time Warner Cable and Freddie Mac. She was director of talent acquisition for AOL and earlier gained significant experience with the Hay Group and Towers Perrin. Julie began her career in private banking investment management at JP Morgan.
Welcome, Julie!
Email Julie
|
|
|
|
