Accelerating leaders

This is the fifth of five posts on the META (Mobilise, Execute, and Transform with Agility) framework detailed in my book, Accelerating Performance, co-authored by Sharon Toye.

In previous posts, we discussed how strategies must account for the short and long term, how organisations should embrace a handful of differentiating actions, and how teams are the engines of organisations. Leaders are the final piece of the puzzle; they set the pace of the team and therefore of the organisation. And watching an accelerating leader at work is like watching a three-act play titled META.

Mobilise: Set the foundation

The first act is mobilisation. In the first scene, we watch our protagonist shape strategy by envisioning a compelling future for the organisation. This vision requires the leader to anticipate and interpret market changes and set strategic priorities accordingly. These priorities provide clarity on the critical factors for success while not hampering the company’s ability to be flexible and agile.

In the second scene, our protagonist outlines a specific approach to putting the customer at the heart of everything the organisation does: understanding customers’ needs, creating distinctive value for them, and building deep customer relationships. The leader harnesses and constructs the full set of capabilities and resources to anticipate and shape evolving customer needs, staying one step ahead of competitors and disrupters.

The third scene unfolds with our leader inspiring others and leading through influence, not authority. To do this, the leader co-creates meaning and purpose, ensuring that all team members engage with the team’s mission statement; employs tactics such as storytelling to engage and energise the organisation at large; and aligns stakeholders to establish buy-in and support.

Execute: Deliver results

The action heats up in the second act. Accelerated execution requires the leader to build talent and teams and seek results—that is, translate strategy into clear execution plans and priorities. The importance of building a high-functioning, diverse team cannot be overstated; our protagonist knows this and so makes investing in talent attraction and development a personal and business priority. The leader empowers others, thus creating space to lead. At the same time, the leader deftly coordinates execution across a wide-ranging portfolio, evoking a high level of ownership and accountability. Our protagonist is always focused on improving core capabilities and delivering at pace by removing process complexity and showing courage to change plans when appropriate.

Transform: Embrace disruption

The third act features two equally important scenes: disrupting conventional ways of thinking and leading innovation. The disruption phase requires asking bold questions for which our protagonist has no answers—including about the company’s own business model, if necessary—and being an advocate for trying new things. It also requires the leader to protect the core business from potential external disrupters by leveraging technology. To lead innovation, the leader finds ways to experiment. The leader fosters an environment that encourages others to take risks and experiment with new ideas, collaborate across silos, and rapidly scale up those ideas that promise a material impact.

Agility: Learn and adapt

Throughout the three-act play, the leader—and the leader’s supporting cast—demonstrate agility. We watch as they journey through the stages of mobilisation, execution, and transformation, developing foresight, learning, constantly adapting to changing contexts, and drawing on their resilience. This compelling performance is, perhaps, why this play keeps replaying in our minds; like a stunning theatre performance, the leading character stands out. Our protagonist faces complex problems and solves them; is self-aware, curious, and courageous; balances authenticity with adaptability; and—sometimes against all odds—sustains energy throughout the organisation. It turns out that this unbridled success is not magic, nor is it out of reach; it is a symptom of leading with agility.

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The opportunity to lead is why many of us got into business in the first place. And our dreams are often rewarded, because leading an organisation—be it a company, an association, a government agency, or a nonprofit—is thrilling. It tests you and requires you to constantly retool, adapt, and learn. As Maya Angelou famously wrote, “If you don’t like something, change it. If you can’t change it, change your attitude.” I put it to every leader: What can you change about yourself to become a better leader?

If you’re unsure where to start, please write us at acceleratingperformance@heidrick.com and we would be happy to share Accelerating Leaders, a guide which is tailored to help leaders who have completed our Leadership Accelerator Questionnaire (LAQ). Based on decades of Heidrick & Struggles research and experience, the LAQ diagnoses an individual’s performance across 11 drive factors that are critical to leader acceleration.

To learn more about how organisations, teams, and leaders can outpace competitors, explore Accelerating Performance or consider taking our brief self-assessment.