Within the next few weeks, we are excited to unveil our Core Leadership Operating Model (CLOM) for the first time publicly.
Core Leadership Operating Model (CLOM)
When we developed the Core Leadership Operating Model (CLOM) we wanted to provide leaders with a practical framework to help advance their capacity in the 4 Core Leadership Qualities that are the foundational building blocks for being able to lead well at scale and in turbulent times.
To stand strong in adversity, have the grit to lead another day, and possess the emotional capacity to motivate others, today’s leaders need proficiency in the 4 Cs of Leadership; confidence, conviction, compassion and clarity:
1. Have a Healthy Dose of CONFIDENCE
In times of uncertainty, people feel more secure when being led by someone with a healthy level of self-assurance. This does not mean an egotistical leader who ignores their own faults, but one who is aware of their strengths and has enough humility to say when they’re wrong.
Those leading in a state of low confidence tend to over-rely on the opinions of others, are seen as wishy-washy in decision making and don’t stand up for what they believe is the best path forward.
When leading in a state of overconfidence, leaders don’t listen to the views of others, they don’t mitigate their blind spots, and will quickly lose the trust of others as they will find themselves in a place of overcommitting and under-delivering.
The good news is, that confidence can be taught. The bad news is that it is the easiest thing for leaders to lose quickly and they need to learn how to protect their confidence fiercely as, at the end of the day, sometimes confidence is all you’ve got.
2. Have CONVICTION to Make Things Better
A good third of leadership is making the current state better.
Without a conviction for better performance, better team dynamics, and better relationships, we are left with simply maintaining the status quo.
The opposite is disruption for the sake of disruption which is equally demotivating. Leaders who lead with conviction have an internal drive to make things better, not just for themselves, but also for those around them. In search for “better”, they are naturally motivated to provide regular coaching and feedback, have tough conversations, hold others accountable and receive criticism from others. All together this forms the grit needed to come back tomorrow and do it all again.
3. Have COMPASSION for Others and Show It
The ability to have compassion for others is more than just being able to read the room, adjust your approach to the mood of others, or show care when someone is struggling.
Compassion comes from a genuine and invested interest in another person’s success, well-being, and growth. Often this involves getting to know someone on a personal level, but that is not always the case. It is about being a genuine leader and building a rapport that demonstrates a shared interest in both their current and future well-being.
Showing compassion involves seeing the world through the lens of another, being a champion for their growth and development and, when needed, making the tough calls. Compassion is not about being soft. It is about being genuine and real.
4. Have CLARITY In What We Are Trying to Achieve
Nobody likes running around in circles and doing busy work just for the sake of it. Leading with clarity means not being overly distracted by the crisis of the day, but rather having a game plan and sticking to it.
In leading with clarity, everyone knows their lanes, what is expected of them, and the overall goal that they are working towards.
Now this doesn’t mean holding on to a plan that is no longer working, but rather being clear as to when the plan is changing and what is needed of everyone to achieve a successful adjustment.
Providing clarity is easier said than done, and is likely the hardest of the 4 qualities to achieve mastery in. However, in our exit interview data, a lack of clarity is the #1 reason cited for leaving a role.
Conclusion
All 4 Core Qualities can be learned and developed over time, although they do become more difficult to build with tenure and age. For the best results, we encourage senior leaders to start embedding these qualities into their leaders early on and to also self-assess and see what core quality might need a bit of sharpening in their own leadership.
