Issue link: https://beckershealthcare.uberflip.com/i/1047089
41 41 CEO/STRATEGY terms of how you think about the business. … ink about your piece of the business and the total business. is way you'll always rep- resent a broader perspective." 3. The best C-suite candidates play well on teams. Executives are encouraged and incentivized to lead teams as they progress through the ranks, yet self-identified alpha types are rarely conditioned to contribute as teammates. It's no wonder, then, why the most extraordinary executives emphasize individu- al and collective leadership. ey ask questions like, "What do we need to work on together to accelerate the strategy? What are the three pri- orities that we must tackle as a team?" Input received then drives meeting agendas and how decisions are made. "With people at this level of their career, it's no longer about whether you are the smartest subject-matter expert in the room," Lynn Good, CEO of Duke Energy, told the authors. "It's whether you can be effective in leading a diverse team." 4. They nurture talent and build lead- ers. Executives fall into one of two camps, the authors posit. One group sees people who work for them as assets for their own career advancement. e other sees the po- tential in their employees and upholds the responsibility to develop them. Rather than trying to read whether a person is in camp A or B, one unambiguous measure to con- sider is the executive's track record. Who in the company has taken on greater responsi- bility aer working for the executive? "Our work with succession candidates indicates that a track record of grooming multiple effective leaders is an o-overlooked mea- sure of authentic leadership capability, yet a reliable predictor of C-suite performance," the authors write. "It is also a measure of self-awareness; people who rise quickly in an organization usually have bosses who are looking out for their best interests." The bottom line e authors sum up their findings like this: "X-factor leaders create a clear worldview — nimble constructs and operational narratives — that everyone buys into. ey win by setting the right priorities, building effective teams and helping the organization step outside its silos to act as one. And they create diverse sets of leaders and teams — not as an intellectual or civic pursuit, but because they view doing so as key to outperforming the market today and tomorrow. Identifying and developing such leaders should be a galvanizing and ener- gizing imperative for organizations seeking to ensure long-term strategic performance." n