Throughout my 8+ years’ experience in PETRONAS, I have served under several different leaders and learnt a great deal on different leadership styles. While 8 years is certainly not a long time compared with many other veterans in the industry, it is enough to witness and learn vastly different approaches to leadership and management, and filter out the diamonds in the rough.
The following is a list of fifty (50) characteristics and traits which I feel constitute to excellent leadership. These characteristics are ones I observed throughout the years from individuals in both the corporate world, voluntary organizations, and even family members: whether it is through positive reinforcement of these traits, or recognizing lack thereof.
While this list certainly isn’t exhaustive, these are some of the more significant traits and hence, what I regard as the benchmark of Leadership Excellence, which I myself aspire to achieve and inculcate within myself, and wish to share.
1. Have a long-term vision and mission to achieve, being able to translate team's targets to fit the "bigger picture"
2. .. By setting clear expectations and goals, own subordinate's targets to drive team performance to meet this vision
3. .. But do not micromanage and meddle with all the nitty-gritty and details which are the responsibilities of the subordinate(s). Once objectives and goals are transparent to both sides, Empower subordinates enough to make decisions and learn from mistakes.
4. .. But at the same time, do not 'tai-chi' obligations, i.e. simply delegation without caring about how it is done or how competent they are. Provide solutions for them to move forward and provide adequate amount of support
5. Is not afraid and very much willing to get hands dirty to get on the field to get things done if necessary
6. When encouraging/preaching/inculcating positive traits amongst team, leads by example first, only then tells others to do it - walk then talk. Demonstrate that you are not just sitting on your ivory tower shooting down on the subjects below
7. Methodically and strategically plan out work tasks, planning and mapping out possible contingency plans in the event of unforeseen circumstances
8. Builds Strong and Meaningful Relationships - Takes extra effort to know staff/colleagues on a personal level to increase empathy, tact and wisdom in dealing with different types of personalities and behaviors. Utilizes opportunities to create informal environments and conversations to disarm people and earn/nurture trust (e.g. before meetings, during breaks) amongst colleagues and subordinates
9. Leader himself/herself is religious, and wishes of others to be religious: this indirectly demonstrates commitment to self-integrity on a personal level if one ever aspires to lead others.
10. Is Passionate in one’s goals and objectives; enthusiastic and driven to succeed and exceed expectations and does not treat tasks as “just a job” or “as long as its done”.
11. Rational thinking at all times; do not act on emotions, and do not allow subordinates to witness self during emotional outburst : especially that of anger and disappointment
12. Takes serious ownership and accountability in all tasks, including – or rather, ESPECIALLY – those which are delegated to others. Provide adequate support, and take concern on progress/challenges/milestone achievements of team, even when not physical present.
13. Does not blame or reproach others for failures, or look for scapegoats to divert the blame – takes accountability over results. Has the strength of character to let go of ego and admit mistakes and faults; then move on instead of dwelling back and forth.
14. Pays additional attention to Quality in the details – committing to delivering the Best, not “just” deliver to meet deadlines or “just as long as we can give the management”
15. Regularly engages team to reach out, communicate, obtain feedback, and to realign vision as a team
16. Firm but kind - pushes the team to outperform beyond their comfort zone, whilst at the same time empathizing and being tolerant of genuine mistakes and personal issues
17. Is approachable and easy to communicate with
18. Listens better than he/she speaks – humility and patience to listen attentively even when being educated on a subject matter which is already known.
19. Consults others for advice, including subordinates, thus demonstrates sincerity and willingness to improve
20. Courage to voice out disagreements and non-conformances for the benefit of the team/organization
21. Stands by principles and is not just willing to be a ‘yes man’ and hover in one’s comfort zone to be free from criticism
22. Emphasizes importance of communication and ensures that all levels receive required information, instruction and decisions accordingly – and ensures all right parties are well-informed, especially when cascading crucial information from upper management.
23. Comes to well prepared to meetings and discussions, review pre-reads, inquire relevant parties beforehand, make appropriate pre-meeting works beforehand
24. Keeps track of all major issues and tasks; prioritizes priorities in the right place - proactive about inquiring progress, intervening where necessary, and re-distributing work load to ensure tasks are still executed in timely manner
25. Takes pride and honors the team performance as a single entity, and not just self-glory - is keen to prefer subordinates/team to get the credit instead of oneself;
26. Once agrees with subordinate decision, stays firm with it and sticks to it; does not cop out from team's decision regardless of criticism or pressure
27. Never reproaches or humiliates own team / subordinates in front of others – especially other bosses and departments
28. Recognizes potential in others – especially younger and newer subordinates, and attempts to bring out the best out of them; does not waste opportunities to allow them to flourish. Attempts to ‘awaken’ hidden talents within team members – offer new opportunities for growth and coaching towards the goal Also pays a keen and watchful eye of their strengths and weaknesses in earnest attempts to continue developing them.
29. Considers competency development to be a priority – finds resources to ensure staff develops adequately. Is genuinely keen in developing subordinates, go extra mile and be proactive in ensuring adequate competency requirements are addressed by all available means
30. (Depending on competency levels) Himself/herself takes the trouble to teach and coach others – or at least take the effort to find the resources to ensure competency levels taught
31. Self-aware and acknowledges one's own shortcomings to improve upon – willingly accepts feedback and criticism for improvement and demonstrates sincere effort to implement feedback. Tactfully chooses the right time and place to give and seek feedback – either in groups or privately as individuals.
32. Always developing and learning new things, expanding knowledge base – lead by example in terms of ‘always learning’ and putting priority in competency development.
33. Has experience on work on the ground before and hence can empathize with the expectation to set goals which are realistic and at the same time pushing the envelope
34. Does not set ridiculous deadlines (e.g. “I want it yesterday”) – and if the need arises to get something done extra urgently, takes extra effort to assist the work on the ground to get it done
35. Gives appropriate acknowledgement and recognition where it is due; as a tool for reinforcement of positive achievements, and at the same time inspire others to achieve the same or better
36. Treat everyone with equal level of respect, even if that person is your subordinate or more junior than you : do not discriminate respect with others (i.e. "suck up" to boss, but disrespectful to young guys or the cleaners)
37. Is tactful and empathetic in conversations – be sensitive to words being used; minimize (i.e. never) use words which insinuate blame or criticizing others in a way that humiliates them; use public feedback only when there is an absolute benefit to it, without the expense of their honor (i.e. anonymously). Refrain from Negative speech and insults - Does not speak foul language, humiliate or mock/speak ill of others, including other bosses, other departments, and especially close colleagues : retains trust amongst working circles
38. Honors and respects agreements - delivering one's own side as per promise. This includes punctuality. Communicating transparently with the right stakeholders if face challenges in meeting agreement/deadlines.
39. Proactive: Does not only focus on tasks which are being assigned (“reactive”), and does not just conform to the "norm" of the "current cultures" and/or "practices" - is sharp and alert at all the areas for improvement and conscience is clear on non-conformances and what is “not supposed to be the way”.
40. Time management – punctuality, emphasizes efficiency in meetings, maps out specific tasks to be dealt with within a certain allotted time frames.
41. Prompt and quick response on approving/rejecting formal requests with regards to administrative issues (e.g. leave request and claims) Does not delay approvals/rejections. A bad answer is better than no answer.
42. Getting involved in conversations and not getting distracted in one’s own world during meetings and discussions – i.e. browsing smart phone, having side conversations, checking e-mail
43. Able to inculcate team work and integrate team members to synergize and work well together – attempts to incite participation from all team members who seem to be zoned out, attempt to get from the team more than “the sum of its parts”
44. Be articulate in speech – or at least, make deliberate attempts to improve articulation in speech. This builds respect
45. Organizes meetings in efficient manner – specifies and maps out the meeting objectives, agenda, and required quorum, specified expectations to quorum, provides additional reading material/previous MOM if required, ensures discussions are on-point and no time wasted.
46. Respects people’s professional and personal time when organizing meetings/discussions by at least informing them a reasonable amount of time in advance (e.g. one week before) unless dire cases of emergency or ad-hoc requirements – No such thing as “can you come to meeting now?”
47. Segregates professional and personal issues – examples: may have arguments in meeting and have casual friendly lunch later; does not judge in favour of one whom he/she likes as a person; does not discriminate professional viewpoints of one he/she personally dislikes.
48. Empathy - Capability to ‘put self in others shoes’ and appreciate/empathize opinions of others from their perspective and where they are coming from, even if those opinions are incorrect, less accurate, or disagreed upon.
49. Carries self with a respectable and honourable demeanour – does not do foolish things which can tarnish self-image or make one look silly (e.g. excessive joking, emotional outbursts, negative talks/badmouth others, making nonsense remarks in meetings)
50. Humility – does not consider oneself “above” or “better than” others, does not fall into the trappings of arrogance or looking down on others.
