McKinsey: Four kinds of behavior account for 89 percent of leadership effectiveness


I thought this was interesting: according this McKinsey analysis, 89% of leadership effectiveness rests ultimately on four kinds of behaviour:

1) Effective problem solving.

This is about decision making – but about being able to effectively gather, analyze and consider information before making that decision. According to the study authors, “This is deceptively difficult to get right, yet it is a key input into decision making for major issues (such as M&A) as well as daily ones (such as how to handle a team dispute).”

2) Operating with a strong results orientation.

Execution is as important as strategy! As the study authors say, “Leadership is about not only developing and communicating a vision and setting objectives but also following through to achieve results. Leaders with a strong results orientation tend to emphasize the importance of efficiency and productivity and to prioritize the highest-value work.”

3) Seeking different perspectives.

I like how the Netflix culture memo spells this out as “farming for dissent.” According to McKinsey, “This trait is conspicuous in managers who monitor trends affecting organizations, grasp changes in the environment, encourage employees to contribute ideas that could improve performance, accurately differentiate between important and unimportant issues, and give the appropriate weight to stakeholder concerns. Leaders who do well on this dimension typically base their decisions on sound analysis and avoid the many biases to which decisions are prone.”

4) Supporting others.

This is something I truly feel strongly about and feel blessed to have had great leaders who supported me. I find this especially necessary in creating what Simon Sinek calls “the circle of safety.” As the McKinsey study shows: “Leaders who are supportive understand and sense how other people feel. By showing authenticity and a sincere interest in those around them, they build trust and inspire and help colleagues to overcome challenges. They intervene in group work to promote organizational efficiency, allaying unwarranted fears about external threats and preventing the energy of employees from dissipating into internal conflict.”

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