by Rebecca Knight
Do you have what it takes to be a great leader?
It helps if you excel at communicating. And, of course, you need to be adept at planning, problem-solving, and delegating. You also need to be capable of navigating any and all challenges that arise.
Beyond these skills, though, the qualities that set great leaders apart are more elusive and can at times appear otherworldly. Exceptional leaders possess a certain X-factor that makes it seem as though they inherently know what to do.
But according to Harvard Business School professor Linda Hill, one of the world’s top experts on leadership, star leaders aren’t born with superhuman capabilities. Rather, they tend to have intentionally put themselves in situations where they have to learn, adapt, and grow — a crucible for developing the tenacity and fortitude to motivate and guide others.
“Leadership is a process of self-development, she says. “No one can teach you how to lead; you need to be willing and able to learn how to lead. Mostly we learn from our experiences and facing adversity. Stepping outside of the spaces where we feel safe — is a powerful teacher.”
Here are what Hill says are the top eight most important qualities for successful leadership — along with ideas on how to cultivate them.
1. Authenticity
Being genuine and true to who you are is fundamental to success in any role. Hill says that as a leader, you must embody your best self — the version that’s not only highly effective but also capable of motivating and inspiring those around you.“Your competence is not enough; people need to trust your character and connect with you, otherwise they will not be willing to take risks with you,” she says. This understanding ties deeply with your ability to be self-aware: “You need to figure out how to create the conditions for your success, and don’t assume others will do it for you.”
How to show up as your best self.
Understanding how people perceive you is crucial for growth. But asking for and receiving feedback can be complicated and emotional, says Hill. She recommends seeking feedback at a time when you can remain open, without becoming defensive.
Start by asking for feedback from peers in low-pressure situations and work your way up to higher-stakes scenarios. Say something like: “I’m trying to understand my impact and the kind of experiences I am creating for those who work with me. Can you give me some sense of what I should keep doing, start doing, and stop doing?” Finally, don’t dwell on the negative and the things you need to fix. Instead, Hill recommends you “home in on the positive.”
