Last month, I had Quint Studer on “Pensacola Speaks,” and we discuss what makes a good leader. We discussed a new study by PsychTests that revealed the personal characteristics that differentiate top-performing and poor-performing leaders. Their researchers analyzed the personality profile of 7,379 leaders who took their Leadership Style Test. When comparing excellent to poor leaders, 20 distinct differences stood out:
· 84% of the excellent leaders have a clear vision in mind of what they want to achieve as a leader. They also know how to communicate that vision in a way that inspires employees and gets them on board. Only 46% of the poor leaders do this.
· 76% of the excellent leaders frequently reevaluate the company’s/team’s goals in order to stay abreast of developments in the world. Only 1 in 2 of the poor leaders does this.
· Not only do 86% of the excellent leaders set challenging yet reasonable goals, they don’t stay idle after one is accomplished. They always set their sights on the next innovation, milestone, or performance record. Only 62% of the poor leaders do this.
· 72% of the excellent leaders make sure that every decision made is done with the company’s mission statement in mind. They adopt and stick to the company’s values. Only 58% of the poor leaders do this.
· When forced to decide between standing by their ethics or making a profit, 90% of the excellent leaders consistently opt to uphold their principles. In contrast, 77% of the poor leaders are willing to do so.
· 88% of the excellent leaders are creative problem-solvers. They are skilled at brainstorming, enjoy thinking outside the box, and prefer to come up with new, innovative solutions, rather than stick to solutions that have been used in the past. Only 63% of the poor leaders do this.
· 81% of the excellent leaders are skilled at handling stress. They are good under pressure and don’t allow fear or other negative emotions to cloud their judgment. Only 56% of the poor leaders are able to do this.
· 80% of the excellent leaders realize that they are seen as role models. They understand that in order to persuade others to work hard, they have to be persistent and hardworking themselves. Only 58% of the poor leaders recognize this.
· Not only do they regularly praise their team after a job well done, but when required to give someone negative feedback on their performance, 93% of the excellent leaders make sure to offer clear, practical tips to help the person improve. 74% of the poor leaders do this.
· 91% of the excellent leaders recognize that delegation is essential. Not only does it allow them to focus on their priorities, it is also a means they nurture their team’s potential. Excellent leaders also regularly consult their team for their opinions, ideas, and feedback. In comparison, 77% of the poor leaders do this.
· 87% of the excellent leaders in comparison to 76% of the poor leaders recognize that handing out bonuses isn’t the only way to motivate people. Although perks are important, many individuals are motivated by the desire to learn new skills, inspire others, or express their creativity.
· 81% of the excellent leaders adopt an optimistic attitude. They choose to focus on possibility and success, rather than problems and failure. Less than half (45%) of the poor leaders are optimists.
· 85% of the excellent leaders believe in themselves and in their abilities. They are confident that others will accept their ideas and decisions. Only 50% of the poor leaders are self-assured.
· Most importantly, 94% of the excellent leaders consistently look for ways to improve their own performance. They recognize that learning is a continuous process, and are determined to turn any weaknesses into strengths. Only 78% of the poor leaders are willing to do this.
Studer shared, “I thought one that came up that I thought was fascinating is they know how to handle stress because if you don’t know how to handle stress you end up taking it out on other people. Then you create that culture of where everybody’s a little afraid and then you don’t know what’s going on.”
He added, “The best leaders very much are focused on skill development of those around them. They often give feedback, positive and negative, but very much development and the role model thing really, really hit me.”
Studer talked about when he was president of Baptist Hospital, one of the first events he attended was an employee awards banquet. After it was over, he noticed all the managers started walking out. Studer started folding chairs.
“I was helping the housekeepers do it and all of the sudden a few leaders looked and pretty soon they all came back. Never had to say a word,” he said.
Studer said Bubba Watson understands being a role model.
“I got a note the other day from a fellow that was driving down Palafox, and he saw Bubba Watson out picking up paper in front of the candy store and he said, ‘Bubba gets it,'” said Studer. “I agreed…People truly, truly watch what you do way more than listen to what you say.”
