Page 105 - The extraordinary leader

82 • The Extraordinary Leader

leaders had in common. To accomplish this, Ajax might retain a firm
experienced in this research, and that firm would follow one of several paths
to determine the appropriate competencies. Alternatives could include:

● Conduct extensive field research within the firm by analyzing the
requirements of various leadership positions, studying 360-degree
feedback reports, and observing leader behavior.
● From their extensive experience, provide the organization with a list of
competencies, basically derived from past work they had completed in
other similar organizations.
● Assemble a group of senior executives in the organization and elicit
their views of the competencies required to succeed.
● Assemble groups of people who work with leaders and obtain their
collective views about the knowledge, skills, traits, and attributes
required for success in Ajax.

After having followed one or more of those avenues with the help of the
outside consultants, Ajax might conclude that the best leaders commonly
share the following competencies:

1. A high level of self-understanding
2. Good problem-solving skills
3. A strong set of personal values
4. Extensive technical knowledge of the industry
5. Assertive interpersonal behavior in group meetings
6. Willingness to make decisions despite great ambiguity
7. Ability to juggle several projects/activities simultaneously
8. Comfort in dealing with adversarial behavior by colleagues
9. Broad strategic thinking that goes beyond tactical issues
10. Willingness to make decisions that cause others discomfort
11. Flexibility and agility in finding new ways to accomplish tasks
12. Formation of strong bonds of trust with others in the organization

This list of competencies then becomes the “touchstone” by which
further leadership is selected and around which all development programs
are structured.