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 Leaders need personal capability

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Staff Sergeant
Staff Sergeant

Number of posts : 456
Age : 25

Leaders need personal capability Empty
PostSubject: Leaders need personal capability   Leaders need personal capability Empty10th January 2009, 10:38

The second critical tent pole of leadership is the personal capability the leader possesses. These personal capabilities are not skills that would typically be described as leadership skills, yet our research proves they must be in place for any individual to be perceived as a strong leader. Here are some of these individual capabilities:

  • Technical knowledge. The best leaders have at least a working knowledge of the technological side of the business.
  • Product knowledge. Great leaders need a thorough understanding of what the organization produces and why it is superior to competitive products.
  • Problem analysis and problem-solving skills. These skills include the ability to define problems, analyze them, and come up with solid recommendations for resolving complex issues.
  • Professional skills. Excellent leaders must be able to write intelligently and concisely, make compelling presentations, organize their work efficiently, monitor progress, and work without close supervision.
  • Innovation. This refers to a leader's ability to have a fresh outlook in approaching a problem, to shake loose from old methods, and see new possibilities.
  • Initiative. The best leaders see if something is falling between the cracks and immediately step in to make certain it is handled.
  • Effective use of information technology. Great leaders set an example in the consistent use of e-mail, powerful software applications, and any technology that escalates performance.

Career experts, Gene Dalton and Paul Thompson, explain that the most successful leaders progress through a series of four career stages, which cannot be skipped. Stage one is the time when individuals must prove they can learn the business and develop a solid foundation of technical expertise. In stage two, individuals continue to build technical skills and become independent contributors. By stage three, they become mentors - developing the careers and expertise of others. In stage four, they become organizational visionaries - leading the organization in new directions.

Too often, leaders reach a position they've been seeking and start to coast - believing the learning phase of their career is over. They assume that there is a time for learning and a time for execution, and they are done learning. The best leaders never quit learning.

Here are some techniques to maximize your personal capability:

Understand the technology: Employees can see through attempts to cover up your lack of knowledge. Get up to speed by asking questions. Be willing to admit what you don't know.

Perfect professional skills: Managers can't manage unless they can communicate.

Try new things: Great managers innovate and take initiative. They think outside the box and don't hesitate to experiment.
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