5 Game-Changing Traits I Learned from Top Executives
What makes a truly great leader? Is it charisma? Experience? Or something more fundamental?
Throughout my career, I’ve had the privilege of working with some exceptional leaders. In this post, I’m distilling their most impactful traits into five key principles. These are grounded in my own experience, not academic theory. Mastering these qualities — which are harder than they look — can make a HUGE difference, whether you’re an executive or just starting your leadership journey.
Happy reading!
Stop Talking; Start Listening!
The easiest way to distinguish a good lead from a great lead is to observe a conversation unfold.
Many rising leaders, middle managers and team leaders tend to talk extensively, in 1:1s, team meetings, get-togethers etc. This behavior leaves little to no room for a subordinate to ask clarifying questions.
I call this phenomenon “The Monologue Meeting”.
It’s kinda strange but it feels as if some people managers need to prove their value by the proportion of talking.
In contrast, great leaders…
Great leaders listen. They listen so carefully that the proportion of speaking inverts. They ask clarifying questions. They explore alternatives as the conversation unfolds. They steer the conversation to a meaningful level of detail. They never jump to conclusions, no matter how experienced they are.
Executives are leaders because they have to make decisions when the stakes are high. Asking and thereby extracting the information — not talking — is the skill that is vital to making the right decision.
Handle both; the Forest and the Trees
Many executives, operating at a strategic level, rely heavily on trusted delegates for operational execution.
The most effective executives I’ve observed possess a remarkable ability to dive deeply into specific topics. They invest significant time, often days, in thoroughly understanding the core elements of a situation.
The best performing execs I‘ve seen were able to deep dive a certain topic to an almost uncomfortable level of detail. They took the time, sometimes days, to deeply understand the core elements of what‘s going on. Rather than simply receiving reports about the “factory floor”, they embody the concept of ‘gemba’ — the Japanese term for ‘the actual place’ — by personally visiting and observing operations firsthand.
In modern engineering, this means to understand core aspects e.g., the technology stack, the product challenges, the post mortems, the way of working etc.
The “go and see” approach (Genchi Genbutsu) provides invaluable insights that cannot be gleaned from secondhand reports. This direct engagement, bypassing unnecessary intermediaries, provides the most valuable insights and fosters deeper understanding and ultimately enabled better decision making.
Provide Rules of Thumb
The greatest leader I’ve worked with never explicitly stated his philosophy, but he implemented powerful “Rules of Thumb” that transformed how I worked.
In my second week on the job, I pitched a minor optimization idea, got approval, and implemented it. By week 4, I’d successfully repeated this process — pitching, asking for approval, implementing.
When I presented my third idea, that leader paused me.
“Now that you know me a little,” he said, “what do you think was the likelihood of receiving approval for your previous ideas?”
I guesstimated over 80%, explaining they were well-considered proposals.
His response was profound: “Whenever you feel your idea has an 80% or higher probability of success, proceed without seeking explicit approval.”
Over the next four years, I felt consistently empowered to make independent decisions while instinctively knowing when to seek guidance. It became the foundation for a culture of trust that enabled me and my colleagues to achieve extraordinary results.
Be Cool Like a Cucumber
Some days are undeniably intense. Unexpected challenges arise, and the pressure to deliver quickly intensifies.
While many middle managers, rising leaders, and team leaders succumb to this pressure, transmitting a sense of urgency and anxiety to their teams, truly great leaders remain calm.
Truly great leaders deliberately slow down. They are cool as a cucumber. They stay in their power center. They carefully analyze the situation, evaluate the best course of action, and negotiate solutions (scope, timeframes, commitments, .. ) strategically. They take the time they need without succumbing to the urge to panic.
Crucially, they shoulder the burden of pressure, shielding their team members from unnecessary stress. This allows them to act without anxiety and instead with a clear, focused mind.
Treat Employees as Adults
People smell bullshit…
Consider, for example, a company that reports strong financial growth in its annual report, while at the same time restricting promotion opportunities and significantly reducing bonus payments. (An example out of thin air, I know!) Despite the obvious discrepancy, conversations about these issues often devolve into political manoeuvring and disingenuous rhetoric.
In contrast, working with great leaders offers a refreshing alternative. They prioritize honesty and transparency, even when delivering difficult or controversial messages. Although their feedback may not always be easy to hear, it’s always authentic and genuine.
This authenticity, even in challenging situations, builds trust and respect, forming the bedrock of a strong and positive employer-employee relationship.
Remember, employees smell bullshit; treat them as adults.
Takeaways
- Listen More Than You Talk
- Practice the Gemba Walk
- Provide Rules of Thumb instead of one time approvals
- Remain Calm Under Pressure
- Treat Employees as Adults