10 Strengths of a High-Creative Leader

creative leader

Scaling Leadership

 

The world of business is moving faster than ever before, and this world is filled with much volatility, uncertainty, complexity, and ambiguity. In their book, Scaling Leadership: Building Organizational Capability and Capacity to Create Outcomes that Matter Most, leadership experts Bob Anderson and Bill Adams argue that in these fast-changing times, no single leader—no matter how skilled or how experienced—can know everything that needs to be known about their organization, nor consistently make the best decisions. The solution to this dilemma is to scale leadership.

I recently interviewed Bob and Bill to learn more about scaling leadership and the implications for leaders in any kind of organization.

 

“A business can’t outgrow the effectiveness of its leadership!” -Robert Anderson, William Adams

 

Scale or Die

What does it mean to scale leadership?

There’s a fundamental principle of life as we know it—it either scales and grows, or it dies. It’s that simple. Growth is built into the DNA of every living organism that exists on our planet today—from the mighty redwoods, to vast underwater forests of kelp, to huge migrating flocks of birds, to human beings. Businesses are in many ways much like living creatures. Businesses either grow and thrive, or they die and fade away—doomed to irrelevance as competitors pass them by.

However, it’s not enough to simply grow our organizations. We must also scale new and innovative solutions to complex business, organizational, and global problems. And we must do so in a world that’s becoming increasingly volatile, uncertain, complex, and ambiguous. This requires leaders throughout the leadership system of the organization who can do more, know more, decide more, contribute more, and be more—for their organizations, their people, their customers, and for the communities in which they do business.

Leaders must learn to scale themselves by scaling leadership. Leaders who scale leadership grow the capability and capacity of those who work for and with them to take on leadership tasks of their own—leveraging their own leadership across far more individuals and teams while creating a workplace where people thrive.

Setting up peer coaching and accountability groups with a regular practice of providing ongoing, supportive feedback greatly accelerates and scales the development of Creative leaders.

 

“Leaders must learn to scale themselves by scaling leadership.” -Robert Anderson, William Adams

 

10 Strengths of the Most Effective Leaders

Based on your extensive research, what defines a High-Creative leader or differentiates the most effective leaders?

In the research presented in Scaling Leadershipwe look into what differentiates the most effective leaders from those who are not. We do so by analyzing 1,350 pages of 360-degree written comments—senior leaders providing written comments to other senior leaders. While every leader is different, bringing different sets of strengths and weaknesses to the table, we found that High-Creative leaders consistently demonstrated the following 10 strengths:

Why Your Leadership View Trumps Strategy

Your View Impacts Your Success

It was 1984 when Roger Ulrich released the results of a study that changed the way modern medical science thought about patient recovery.  Patients who had gallbladder surgery were split between hospital rooms with a view of nature and rooms with a view of a brick wall.  Controlling for all other factors, Dr. Ulrich concluded that those with a view of the nature outside recovered faster, required less pain medicine, and had fewer negative comments recorded by the nurses.

Intuitively, the conclusions make sense.  A natural view creates a sense of peace, reduces stress and helps us relax.  The study had a wide-ranging impact on the environments of hospitals and other institutions.

Interesting, you say, and then you file this tidbit away should you ever find yourself healing from gallbladder surgery:  When that happens, I want a room with a view!

I believe that healing from surgery is not the only benefit of a good view.

The doctors in this study, working in a suburban Pennsylvania hospital, had the same strategy in mind for the patients.  But the results were different based on a factor that they were not controlling.  That difference was not the medicines, the care, nor the treatment strategy.

The difference was the view.

 

“What you view has impact on who you become.” -Skip Prichard

 

Same Goals, Different Outcomes

The same strategy, the same goals, the same execution may result in different outcomes.  Why?  The view.

Why do some teams have spectacular results?  Why do some leaders create sustainable energy?