There are plenty of smart executives in the world, but they often make poor leaders. That’s because it takes both intelligence and maturity to excel at leadership. And when I say maturity, I don’t necessarily mean age, although generally more life experience is helpful. Maturity is the ability to manage oneself in challenging situations and to balance inquiry and advocacy about how to move forward.
It’s pretty easy these days to find examples of smart business leaders who lack maturity. Look at the irresponsible, off-the-cuff comments of Donald Trump and the messy wake his business dealings have left behind. Or, on the other side of the political aisle, Alan Grayson, who has been asked by other U.S. senators to end his bid for a Florida senate seat.
For a long time, researchers at MIT Sloan have talked about a 4-Capabilities Model of Leadership. The gist was that good leaders need to be able to do four things: visioning, relating, inventing, and sense-making. Visioning means providing direction and strategy; relating means connecting with people; inventing means creating processes, systems, and structures that enable execution; and sense-making is about understanding the world as a complex, dynamic place and trying to map it out with others.
While leaders need to do all four of these things, most executives are not great at all four. They tend to be good at some of them, but not others. That’s OK as long as leaders also have others with complementary skills around them and maturity. In our research, maturity tends to show up in four specific areas in which leaders know and manage themselves.
Read the full post at Xconomy
Court Chilton is a Senior Lecturer at the MIT Sloan School of Management.