How to Be A Remarkable Leader — It Is Not About You

As a remarkable leader, you know that you serve at the will of shareholders, customers, and employees. Fail to serve any of these groups, and you fail as a leader.

I encourage everyone to choose their journey based on what brings them career satisfaction. I believe career satisfaction = career success. Satisfaction comes from doing things that you want to do and that you are good at – this is defined in your behavioral traits. High performers in a given role have strengths in a common set of traits. Whatever path you choose, think big, work hard, and always remember to be kind.

If you choose a journey that involves leadership, there is no greater gift and certainly no greater responsibility.

Only the science of right conduct toward others pays. Business is the science of human services. He profits most who serves his fellows best." —Arthur Frederick Sheldon

Rotary International’s official mottoes, Service Above Self and One Profits Most Who Serves Best, trace back to the early days of the organization and Mr. Sheldon’s remarks in 1911. Each project of Rotary International has been achieved by  a remarkable leader who put service above self,

No one has the perfect set of traits to be a remarkable leader. A good leader uses the traits that come naturally to them. A great leader knows that elements of all the traits are required for success. He or she develops strategies to manage their areas of weakness to ensure that their strengths can shine.

You have likely heard of the Peter Principle, that everyone rises to his or her level of incompetence. In our recent post, we discuss its application today. Organizations often take a double hit when they fail to take into account behaviorial DNA. They promote their stars — they lose a great performer — and end up with an underperforming manager.

How to Keep Your Stars and Have Remarkable Managers

Our research indicates that you can be successful at all levels of management if you have a preference for leadership are naturally strong in four of the ten behavioral competencies for leadership at the given level. If you do not have at least four of the required leadership competencies, the hill is extremely high, and you will likely suffer from constant internal conflict. Our ladder of leadership provides you with the tools to help you determine if the competencies you already have for each rung and what you need to develop.

Things learned from a remarkable leader

No leader is an island. Lloyd Dean, Dignity Health President and CEO believes it is a team effort — and a leader’s job to motivate employees, listen to them and ensure they have the right resources.

“Very few companies or organizations are successful because of a single individual.” — Lloyd Dean

I recently listened to an inspiring conversation that Mr. Dean had about his leadership journey with Dr. Anne Greenhalgh and Mike Useem of the Wharton School on Leadership in Action.  Here are a few snippets from the interview that every leader should keep in mind, from a new manager to the president of any company.

Listen to and empower your team

I have always believed in and felt the power of a team. Very few companies or organizations are successful because of a single individual. In life, whether at school, work, or personal, the greatest things that are probably achieved - are achieved with others. So, a leader’s job is to motivate employees, to engage them as much as possible in what they are doing. Listen to them for better and more efficient ways to do what they do, and make sure that they have the resources to do it.

 Articulate your vision

As a leader, you must have good communication skills because you must share your vision of what you are trying to achieve and what everyone’s role is going to be. Most importantly, I work to make sure that everyone sees the importance and the significance of his or her function in the organization.

Think of yourself as only one spoke of a wheel

I think of my role as CEO as one spoke of a wheel. I have a certain set of accountabilities and responsibilities, but without the other parts, the wheel will not turn smoothly. Many people have different accountabilities, and if any of those spokes are either weaker or stronger than the other, the wheel does not work well.

Remember it is not about you

As CEO of Dignity Health, I think I am the most fortunate person in the world because while I am in a significant position, it is not about me. My philosophy is that I serve at the will of our employees. I never lose sight of the incredible team of professionals who deliver health care services to our patients every day and those who have the best relationships with our communities.

I invite you to listen to the entire audio broadcast as originally aired on Sirius XM Channel 111, Business Radio Powered by The Wharton School.

If you want to be a remarkable leader — start climbing the ladder of leadership or move up the next rung, drop me an Email. We provide our services worldwide.