Corporate Culture Defined

Good definition of corporate culture from Innovation Excellence:

"Corporate culture is the set of assumptions, beliefs, practices, formal and informal rules and attitudes about how a company operates. Corporate culture evolves over time, and is both formal and informal. Corporate culture often shifts over time as well. Young entrepreneurial firms and startups have a culture that thrives on risk, speed and change. Growth is paramount. Older, established firms have a culture more typically based on rules, hierarchy, achievement of predictable milestones. While many firms have elaborately detailed organizational hierarchies and established workflows, corporate culture is often much more informal, and more powerful than any individual, and often more powerful than senior executives appreciate or expect.

"In an organization with a strong corporate culture, people learn to fit in quickly, adjust their thinking to the predominant culture or are quickly ostracized. Corporate culture, more than any other factor, details how people think, what they believe is important and valuable, and dictates how work should get done. It is difficult to change, especially under duress, and often communicates much about the values and intentions of a business."

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Leaders as Problem Finders

"Practicing problem-finding helps leaders spot and address emerging concerns while they are still manageable and before they turn into disasters...[Use]these seven steps...

1.Circumvent the gatekeepers – get unfiltered information.
2.Become an ethnographer...
3.Hunt for patterns – try to draw on past experiences but don’t get caught in the trap of misusing analogies.
4.Use intuition to “connect the dots”...
5.Encourage innovative thinking...
6....Adopt the military’s 'After Action Review'(AAR) process to learn and improve;
7.Create a climate of information-sharing – encourage people to speak up and have a mindset of 'openness.'"

Read more in this post from NACD Blog.

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So Now You're the Boss

"If there’s one big workplace lie that any new manager should wise up to fast, it’s 'There are no office politics here.' ... There’s no workplace on the planet where fostering good relationships isn’t key to getting things done.

And now that you’ve become a boss, it’s even more important that you “get” the political environment of your office and learn how to work effectively with higher-ups, peers, and direct reports...

Understand How Your Role Has Changed...
Know What You Don’t Know...
Master the Unwritten Rules...
Be Loyal, to a Point...
Build the Support You Need to Get Things Done..."

"Make a graceful exit from your old position...
Create good relationships early on...
Speak the language of inclusion...
Show trust in your staff...
Utilize your new employees' strengths...
Lead by example...
Don't get bogged down in details...
Be sensitive to corporate culture.Resist the temptation to change standard operating procedures too quickly, before you fully understand the environment...
Develop a style of management that is fair and consistent...
Seek out a new set of professional peers and mentors...
Strive for personal balance..."

Read more in this article from BNET and this article from Monster.com from which the foregoing were quoted.

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Leadership Lessons for Hard Times

"During the current global recession, much attention has been devoted to the mistakes that sparked the financial and economic crisis, in hopes of not repeating them. Less has been given to what’s been done well amid the turmoil—to learn, for example, how best to lead a company through these tough times.

"To contribute to that understanding, ... [McKinsey] interviewed the leaders of 14 major companies... all seasoned CEOs or chairmen, asking them to reflect on what they felt they had learned... What emerges from the interviews is agreement on some broad principles that can help guide behavior in the executive suite and the boardroom, as well as interactions with employees, customers, and investors":

Confront reality
At board meetings, put strategy center stage
Be transparent with employees . . .
. . . and investors
Build and protect the culture
Keep faith with the future

Read more in this McKinsey Quarterly article.

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How Do You Define Success?

Today's quotation from livinglifefully.com:

"It takes courage to buck the tide, but once you start to experience the freedom that comes from actively creating your own interpretation of success, you’ll find it easy to move on from people who haven’t yet figured out that having it all or spending long hours at an unsatisfying job will never define who they truly are, no matter how high the pay."

--Elaine St. James

Today's Meditation:

"'Actively creating your own interpretation of success.' These are words that none of us should miss, and that all of us should pay close attention to. Do you define success based on what other people call 'success,' or do you know what you want to do with your life and do your best to reach your goals on your own terms? Do you consider yourself a failure if you don't reach other people's expectations, or are you happy to be doing what you know to be important in your life?...

"Doing things on our terms can be difficult, for other people can't always be expected to understand where we're coming from. But we have to define our own terms for ourselves, and we have to live our lives for ourselves, searching for our own contentment and satisfaction if we're ever to be able to help others find theirs.

"Questions to consider:

How do you define success?

How do we fall into the trap of seeing success as being what everyone else defines it to be?

What are some of the possible obstacles that we face if we define success on our own terms? What are some of the possible benefits?

For further thought:

"The logic of worldly success rests on fallacy: the strange error that our perfection depends on the thoughts and opinions and applause of other people."

--Thomas Merton

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Who are You When No One is Looking?

"Any nuts-and-bolts leadership primer will explain that one of the key leadership competencies is holding others accountable...While this is an important dimension of leadership, it is easy to slip, when it comes to accountability for our own behavior...And as we all know, when there is a disparity between what you tell others to do and what you do yourself, people will believe your actions and not your words. The fallout of this scenario is an erosion of trust, one of the high prices we pay for lack of self-accountability...

"So what strategies can you adopt to be more...self-accountable...?

--Go through a formal 360 Leadership Assessment process or simply get hold of a leadership assessment form and use it to reflect on how others in your team would rate you on each dimension...

--At the end of each day, when you clear your desk before you head home, take a few short minutes to mentally go over your day. Think about significant conversations you held, meetings you attended, emails you sent and other actions you undertook.

Are you proud? Could you have done better? This will inspire you to plan your next day around your highest purpose. Getting into this habit of introspection will pay dividends in the long run.

--Decide to hold yourself accountable for developing other leaders. By mentoring a protégé to enhance their personal and professional growth, you strengthen your own leadership skills and reinforce your determination to be self-accountable as you become the model.

--When something goes wrong, look inwardly for solutions...When a mistake is made, do you ask: "Whose fault is it?" or do you say: "What can we learn from this?" or "What can I do to improve this situation?"...

--Write out your personal and professional goals with clear targets. Read them once a week. Are your day-to-day actions aligned with your values, your standards, your philosophy of leading?...If your answers to these questions are negative, what is causing this? What insights does this give you? Use this information as a means to spur you to action rather than guilt.

"Moliere, 17th century French dramatist, said: 'It is not only what we do, but also what we do not do, for which we are accountable.' Is there anything that you are avoiding doing that needs to be done? For example, are you putting off a difficult conversation? Are you delaying any important decisions? Are you delegating away responsibilities that should stay in your court?

"Self-accountability, then, is staying true to ourselves despite difficult circumstances. It's doing the right thing even when we are tempted to bend a few rules for expediency's sake. Perhaps Deborah Lee put it best: "Self-accountability is who you are when no one is looking". It's also the best antidote to feeling victimized by circumstances and in so doing, frees up precious creative energy for us to accomplish what matters to us. Above all, it entails owning up to the consequences of our decisions and choices, because there is no choice without accountability."

Quotedfrom this article from mindtools.com by Bruna Martinuzzi that is worth reading in its entirety.

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Press On with Persistence

"Nothing in the world can take the place of Persistence. Talent will not; nothing is more common than unsuccessful men with talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent. The slogan 'Press On' has solved and always will solve the problems of the human race."

---Calvin Coolidge

From Motivational Quotes of the Day for December 30, 2007

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Wanted: Courageous Followers

“Followership is a discipline of supporting leaders and helping them to lead well. It is not submission, but the wise and good care of leaders, done out of a sense of gratitude for their willingness to take on the responsibilities of leadership, and a sense of hope and faith in their abilities and potential.”

--Reverend Paul Beedle

"The movement away from command and control leadership has brought new leadership styles that are more democratic and coach-like. The terms “shared leadership,” and “servant leader” are used to describe some of these new ways of interacting. There are also new ways of interacting in the follower role...

"In his book (The Courageous Follower, 2003) Ira Chaleff points out... that curageous followers help leaders stay on track and manage their decision-making processes in the right direction...When both the leader and follower are focused on the common purpose a new relationship between them arises. This new relationship is candid, respectful, supportive and challenging. It is a relationship that honors open communication, honesty and trust from both parties...

"According to Chaleff, there are three things we need to understand in order to fully assume responsibility as followers.

Understand our power and how to use it...
Appreciate the value of the leader and the contributions he or she makes to forward the organization’s mission...
Work toward minimizing the pitfalls of power by helping the leader to remain on track ...

"Chaleff identifies and defines what is required of followers to become an equal partner with the leader in fulfilling the purpose of the organization.

The Courage to Assume Responsibility....
The Courage to Serve...
The Courage to Challenge...
The Courage to Participate in Transformation...
The Courage to Take Moral Action. Courageous followers know when it is time to take a stand that is different from the leader's. The stand may involve refusing to obey a direct order, appealing the order to the next level of authority, or tendering one's resignation. This may involve personal risk but service to the common purpose justifies and sometimes demands such action..."

Read more in Notes for Followership from which the foregoing is quoted.

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Control is an Illusion

"Leadership is about influence not control... I often hear leaders, particularly younger ones, complaining about their lack of control in various situations...What they are really saying is, 'If I could control these people, I could guarantee the results.' The truth is that control is an illusion. You can’t control anyone, even the people that report to you.

"However, while you can’t control anyone (except perhaps yourself), you can influence nearly everyone. This is the essence of true leadership. By this definition, Jesus, Mahatma Gandhi, and Martin Luther King were great leaders. They had control of virtually no one, yet their influence changed the course of history.

"Aspiring leaders would do well to stop focusing on control and figure out how to expand their influence..."

Refer to this post From Where I Sit for four ways you can become a person of influence, no matter where you are in the organization.

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Talk This Way

I know this may sound odd coming from an attorney, but why do some executives talk and write this way? Why the reliance on trite and meaningless jargon, euphemisms and corporate-speak? Don't they want to be understood?

We responded during the year by launching a comprehensive structure and efficiency review, and by implementing a broad restructuring effort aimed at cutting costs and creating a more nimble, customer-oriented Intel....These actions contributed to an overall decline in headcount...and we expect headcount to decline by an additional 2,100 by mid-2007...This action impacted the future utilization of Fab 23 in Colorado...We also made public an innovative process for sustained technology leadership in microprocessors wherein we plan to introduce a new microarchitecture approximately every two years and ramp the next generation of silicon process technology in the intervening years, giving us a roadmap for continuous improvement in our major product lines.

I bet the comprehensive structure and efficiency review that led to a restructuring that reduced headcount really made the Company nimble and customer-oriented. And who can argue with an innovative process for sustained leadership? Especially one that ramps the next generation and produces a roadmap for continuous improvement...Maybe one of the "heads" who no longer count?

From the Intel Annual Report CEO's Letter

See also the Automatic Corporate Jibberish Generator that produced this stirring potential supplement to Intel's annual report:

We here at Intel Corporation realize that it is better to architect transparently than to enhance strategically. Think reality-based. Think customer-defined. Think open-source. But don't think all three at the same time. If all of this seems unimagined to you, that's because it is! It comes off as fabulous, but it's true! Imagine a combination of HTTP and Dynamic HTML. What does the standard industry buzzword "web-enabled" really mean? The metrics for methodologies are more well-understood if they are not best-of-breed. Without angel investors, you will lack e-commerce. Imagine a combination of Java and JavaScript. We believe we know that it is better to repurpose ultra-dynamically than to reintermediate efficiently. Think 1000/60/60/24/7/365. Think proactive. Think granular. But don't think all three at the same time.

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Seven Habits of Servant Leaders

Dr. Kimberly Young explains:

Through Servant Leadership, executives can build a strong sense of cohesion among their workforce enabling employees to feel a shared sense of purpose and loyalty for the organization...To create a servant workforce, you must put into practice seven guiding principles or 'habits' that encourages sensitivity, integrity, and a sense of community within your organization.

1. Be an Active Listener...you must first seek to understand, then to be understood
2. Be Empathetic...
3. Establish Trust...
4. Be Aware...
5. Be Authentic...
6. Be Persuasive - Servant-leaders rely on persuasion, rather than positional authority in making decisions. Servant-leaders seek to convince others, rather than coerce compliance...
7. Be Community-Minded - Servant-leaders commit to the growth of the people working around them and believe that people have an intrinsic value beyond their tangible contributions as workers..."

If you are interested in this topic, you may wish to review my other posts on servant leadership.

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Be a Leader Follower

Here are 10 key business leadership tips from this Instigator Blog post:

"1. Lead By Example...
2. [Lead with] Passion...
3. Be Organized...
4. Delegate...
5. Take...Responsibility...
6. Communicate Effectively...
7. Be Brave and Honest...
8. [Be a] Great Listener...
9. Know Your People...
10. Be a Follower...Great leaders are followers too. If you’re a leader without following, you're a dictator...Being a leader-follower means finding value in your team, getting inspired by your team, encouraging your team to communicate, brainstorm and be open."

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Is Business Ethics an Oxymoron?

Peruse a few of the vast numbers of articles and resources at BusinessEthics.ca and decide for yourself and your organization.

One example of the excellent available information is Incorporating Ethics into the Organization's Strategic Plan summarizing a presentation made by Robert Finocchio, former president, CEO, and chairman of Informix Corp.

:

Management guru Peter Drucker was famous for asking his consulting clients the basic strategic question, "What business are we in?" To integrate ethics into the strategy, businesspeople have to add three more questions...

What do we stand for?
What is our purpose?
What values do we have?

...While ethics should be part of the company's mission statement, long-term strategic plan, public pronouncements, and codes of conduct, unless it is also a "cornerstone of the organizational culture," it will not be effectively integrated into the business strategy, he said.

To really incorporate ethics, he presented these "prescriptions":

1. Don't be in an unethical business in the first place...
2. Obey the law and spirit of the law everywhere you do business.
3. Articulate a complete strategy, including purpose.
4. Explicitly articulate values as a key component to the strategy. 5. Values must also be real, and must reflect actual behavior, especially among the organization's leaders.
6. Don't rely on auditors, ethics officers, compliance officers, cops, regulations, manuals, and audits as the vehicle to insert ethics into the strategy.
7. Emphasize principles more than rules. (This is the best way to be more demanding of the organization.)
8. Individual ethical responsibility and accountability are never trumped by some corporate or organizational imperative.There is no "my company said it was ok" defense.
9. Be totally transparent with your constituents, and make that part of the strategy.
10. Have a framework and process for the resolution of ethical issues.
11. Have the right organizational structure.
12. Have rewards based on the right metrics.
13. Make employee development part of strategy and make ethics training part of employee development.
14. Encourage all employees to be challenging and demanding in the ethical domain (of everyone in the organization, including the bosses).

Finocchio went on to offer two practical suggestions for implementing his prescriptions: making an ethics performance evaluation part of the organization's standard end-of-year assessment and creating a strategic plan ethics checklist for the coming year...In planning for the next year, the company would ask itself a series of questions, including:

*Is our purpose sufficiently well articulated?
*Do we face new legal requirements?
*Do we have new constituents?
*If we acquire another organization, how will it be ethically assimilated?
*Are our rewards structures appropriate?
*Is there any need to change the mechanics (constituent communication, employee training, organizational structure, issue resolution processes)?
*How will we measure our performance?
*Do we have new goals/objectives in the ethical domain?

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The Change to a Partnership Organization

This excellent and comprehensive article by Riane Esler and Alfonso Montouri explains that, "beginning to recognize and acknowledge Partnership in ourselves and in others, and finding creative alternatives for Dominator thinking and behaviors is a first step towards building a Partnership organization." Continuing in pertinent part:

Eisler (1987, 1995, 1997, Eisler & Loye 1998) have addressed these issues by identifying two contrasting models of social systems: the Dominator Model and the Partnership Model. Dominator systems are fear-based, characterized by rigid hierarchies of domination (where power is equated with giving orders that must be obeyed), an ethos of conquest (including the “conquest of nature”), a high degree of institutionalized or built-in violence, male domination, and contempt for “soft” or stereotypically feminine values. Partnership systems are trust-based, and characterized by equalitarianism and “flatter” organization, flexible hierarchies of actualization (where power is guided by values such as caring and caretaking), by a naturebased spirituality, a low degree of violence built into the system, and gender equality and equity...

Today, this “command-and-control” model is not only inappropriate; it is becoming increasingly dysfunctional. Bureaucratic rigidity is deadly for organizations that wish to navigate successfully in a rapidly changing environment where innovation and flexibility are key factors...The shift to partnership systems is essential if we are to bring about the changes in organizations and society at large needed for the 21st century...

We can see that much of what is happening today is the conflict between a shift towards partnership systems, countered by dominator resistance. We can also see that much that is today being advocated in the organizational development field is a move toward an overarching partnership model.

1) Flatter, less rigid hierarchical organizations.
As the economic and social environment becomes ever more complex and rapidly changing, the rigid bureaucratic structures of bygone days have become maladaptive. Innovation, flexibility, and individual initiative were inhibited by such structures...

2) Change in the role of manager, from “the cop” to a facilitator, supportive role...

3) From Power Over to Power To/With...
This is a shift from domination to co-creation, or from coercive power to generative power. Power-over is designed to either work one’s way up the hierarchy of domination or to fend off contenders. It is the single most important contributor to that vast, unspoken shadow that hangs over all organizations: office politics. In a dominator system, most political relationships are viewed in terms of the acquisition of power-over. In partnership systems, the orientation to “ power to” or actualizing power and “power-with” leads to a very different attitude, one that starts off by asking, “how can we best work together to solve problems?”

4) Teamwork...
5) Diversity...
6) Gender-balance...

7) Creativity and Entrepreneurship...
In dominator systems, there is an ambiguous relationship with creativity: it is viewed a great gift, and at the same time potentially enormously disruptive, a threat to the established order. In partnership systems, creativity is both highly valued and rewarded. While partnership creativity does not exclude dramatic creative changes, it also fosters creative relationships and creative approaches to everyday problems...

Dominator thinking is polarizing thinking. It leads to the kind of thinking that does not allow for possibilities beyond either/or and all/nothing. Polarizing blocks us from exploring possibilities beyond black or white, and prevents us from making creative changes...sometimes it is hard to see into the real-life implications of Partnership if we're stuck in a polarizing Dominator logic. Some basic and common misconceptions include:

Myth: Its a dog-eat-dog world, and there's nothing we can do about.
Reality: The world is what we make it, and human relations are socially constructed...

Myth: There is no hierarchy in the partnership organization.
Reality: The partnership organization has hierarchies of actualization-based not on force, but on competence, temporal priority, values, and other criteria.

Myth: Partnership is just working together, it means alliances, or collaboration.
Reality: Collaboration occurs in both partnership and dominator systems, but patterned differently in each. Partnership collaboration stresses mutual benefit-and not just to the collaborators, but to those affected by the collaboration...

Myth: In partnership everything is done by consensus.
Reality: Doing everything by consensus can lead to more subtle but just as pervasive forms of domination. Partnership requires give and take. Compromise can be creative.

Myth: In partnership there is no conflict, no differences.
Reality: There are always differences and conflicts. But how they are viewed and dealt with are different in a Dominator or Partnership context...

.

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How to Lead from Below

"The importance of leadership from the top is firmly embedded in corporate culture. An image survives of the all-powerful CEO, able to change the way a company operates at will. But the truth is that...change will have to come from those leading from below, rather than relying on leadership from the top...So, how do managers...lead from below successfully? While each situation differs, there are several common threads...

• Make the decision to be a leader...
• Focus on influence, not control...
• Make your mental organizational chart horizontal rather than vertical...
• Work on your "trusted adviser" skills...
• Don't wait for the perfect time, just find a good time...
• Integrate a broader range of risks and potential impacts into your business decisions...
• Expose yourself to a broader range of perspectives...
• Create vacuums rather than imposing solutions...
• Encourage questions without answers...
• Ask "what if" questions...
• Openly discuss values as well as value...
• Refresh your radar screen periodically...

These methods for encouraging leadership from below are applicable at any level of the organization. Indeed, some of the most effective leaders from below have applied these same techniques to encourage ideas bubbling up within their own domains.

The payoff can be enormous. If viewed as a resource rather than a threat, leadership from below can be a powerful force for creating change, developing organizational flexibility and helping companies flourish in a dynamic world."

Read more in Leading From Below - WSJ.com.

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Now Hear This - Better Listeners Make Better Managers

"The Journal of Business Communication published a recent study disclosing that good listeners hold higher-level positions and are promoted more often than those with less effective listening skills. Many executives believe listening skills are vital to the success of an organisation. Lee Iacocca, CEO of Chrysler, said that listening could make 'the difference between a mediocre company and a great company.'

Unfortunately, a number of experts note that managers and executives tend to become better talkers than listeners -- because they are used to 'being listened to'...

These six tips can help though.

One: Observe the speaker...
Two: Be attentive and avoid distractions...
Three: Think, revise and stay interested...
Four: Make notes...
Five: Paraphrase what the speaker says...
Six: Do not assume...

Remember the old poem:

A wise old owl lived in an oak
The more he saw, the less he spoke
The less he spoke, the more he heard
Why can't we all be like that bird?

Read more in Good listeners = Better managers?.

For a more comprehensive treatment, see self study exercises for business listening skills that breaks the topic down into 3 parts and states:

"Your skill as a listener can make or break your success in leadership, teams, customer relationships, and negotiation...

Part I, Strategies for Business Listeners sets out a simple model explaining how an effective listening style changes ordinary conversations. The central premise is that you will get more out of conversations by first knowing your conversation goals, then narrowing your focus to 3 choices: talk or listen; focus or clarify; and listen attentively or not...

Part II, How to Listen (Attentive Listening Skills) provides the nuts-and-bolts tactical complement to the listening strategy proposed in Part I. Subjects include: 'Get Over Yourself, Give Them A Solo', which speaks to the power of not interrupting in any one of a multitude of ways; 'Stop Multi-tasking', about the importance of focus; and finally, 'Recap Regularly', 'Use Supportive Words', and 'Use Body Language' which show how to establish a tangible connection between yourself and the person you talking to...

Part III, Asking Questions / Listening Self-Study covers the art of asking non-leading questions which contribute to, rather than morph, what a speaker is saying. Part Three also provides exercises and resources you can use to sharpen your listening skills."

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Where There's Vision, There's Fire

"People rally around leaders with a compelling vision and a clear sense of purpose.

Creating a strong vision is one of the most important functions a business leader can perform. A vision statement compels people to do something, change something, and become something. It is this drive that can transform a business into a strong, vibrant, rewarding opportunity for everyone who comes into contact with it.

Business leaders can reap the benefits of a strong vision by defining the core values of their companies, defining their purpose, describing what they see for the business in the future, and then clearly articulating, communicating, and living the vision at every opportunity...

A good vision:

Identifies direction and purpose

Builds loyalty through involvement

Sets standards of excellence that reflect high ideals and a sense of integrity

Is persuasive and credible

Inspires enthusiasm and encourages commitment

Is well articulated and easily understood

Is ambitious and calls for a shared commitment

Challenges and inspires people to align their energies in a common direction

Fits with the business' unique culture and values

Results in efficiency and productivity

Reflects the company's unique strengths..."

Read more in this article by Dave Dolak.

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Leadership Lessons from Tony Dungy

"Tony Dungy is always cool and calm when addressing his players. He never swears or berates his team. He treats his staff and players like professionals. It’s the way all people should be treated.

When players are given respect they return that respect. A lot of leaders (coaches) try to command respect through fear. Fear based leadership usually breaks down and causes dissention. Fear is not an emotion that people want to hold within themselves, so they eventually will rebel – mentally then physically. If a coach can command respect through positive action then the players will willingly follow because they are emotionally in agreement with the coach’s philosophy. They understand his thought process and the goals they are committing themselves to...

Dungy is an abnormality in a “Yell First” football tradition. That’s what makes him a great person. He built his team his own way. He trusted his beliefs and didn’t try to copy anyone else. Being the first black coach to ever win a Superbowl is not the greatest part of his achievement. His greatest achievement is showing the rest of the world that dignity and respect should go hand in hand with leading an organization."

Read more in this Mind Body Blog post.

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Keys to Transformational Leadership

"Four key functions collectively define a successful role for the CEO in a transformation:

Making the transformation meaningful. People will go to extraordinary lengths for causes they believe in, and a powerful transformation story will create and reinforce their commitment. The ultimate impact of the story depends on the CEO’s willingness to make the transformation personal, to engage others openly, and to spot- light successes as they emerge.

Role-modeling desired mind-sets and behavior. Successful CEOs typically embark on their own personal transformation journey. Their actions encourage employees to support and practice the new types of behavior.

Building a strong and committed top team. To harness the transformative power of the top team, CEOs must make tough decisions about who has the ability and motivation to make the journey.

Relentlessly pursuing impact. There is no substitute for CEOs rolling up their sleeves and getting personally involved when significant financial and symbolic value is at stake."

Read more in The McKinsey Quarterly: The CEO's role in leading transformation.

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Why Should Anyone Want to Be Led by You?

"We've yet to hear advice that tells the whole truth about leadership. Yes, everyone agrees that leaders need vision, energy, authority, and strategic direction. That goes without saying. But we've discovered that inspirational leaders also share four unexpected qualities:

They selectively show their weaknesses. By exposing some vulnerability, they reveal their approachability and humanity.

They rely heavily on intuition to gauge the appropriate timing and course of their actions. Their ability to collect and interpret soft data helps them know just when and how to act.

They manage employees with something we call tough empathy. Inspirational leaders empathize passionately—and realistically—with people, and they care intensely about the work employees do.

They reveal their differences. They capitalize on what's unique about themselves.

You may find yourself in a top position without these qualities, but few people will want to be led by you."

Read more in this article excerpt from HBS Working Knowledge.

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