The 3 C's of leadership

  • Published
  • By Col. Roosevelt Allen
  • 376th Expeditionary Medical Group commander
MANAS AIR BASE, KYRGYZSTAN (AFNS) --  As a senior leader, I have often been asked, "What traits have you found important related to successful leadership?"

I am by no means an expert on the subject of leadership; however, I can speak of some traits and important characteristics of those traits I have found helpful in my career. There are also numerous books, magazines and computer programs available to enhance leadership skills. In recent years, various organizations, universities and consultant firms have developed courses to foster and master techniques that are considered essential to effective leadership. All these techniques focus on many of the same elements recognized as critical components for success. I'd like to share with you three competencies essential to leadership -- conceptual capacity, interpersonal skills (especially communication), and character.

I believe the most important core competency for leaders is conceptual capacity -- the mental model that contributes to our thinking processes. There are a number of recognized methods of thinking, including both reflective and systemic critical thinking, creative thinking, risk taking and intuition.

Our experiences significantly contribute to the various methods we use. Our knowledge, opportunities, successes and failures all determine how we interpret information, and most importantly, how we make decisions. The more comprehensive the leader's mental model, the more effective the leader will be in processing information and reaching a decision. In other words, learn as much as you can about your job, your people and your people's job.

Leaders must be honest, especially in reference to their perceptions and biases. Previous failures, opinions and preconceived notions must be recognized, processed and recalled if leaders want to prevent poor decision-making. Awareness of the past and present allows a leader to develop a vision for the future -- a vision that will excite and convert followers. Leaders need to ensure they get the vision right. Failure to do so will lead to complications when fostering buy-in from the most important asset they have -- their people.

Interpersonal skills, also referred to as social and personal competencies, are paramount to effective leadership and help promote a harmonious work environment. This skill set is an area where much of the literature on leadership is heavily focused.

The importance of emotional intelligence is also illustrated by the number of workshops and seminars constantly offered and attended by businesspeople and military leaders. Improving one's ability to interact in conflict management, negotiations, communications, consensus building and persuasion are but a few traits targeted in these seminars. The military environment provides the opportunity for individuals to excel in many of these traits.

As leaders increase their responsibilities, the numbers of individuals they supervise and with whom they interact tend to increase as well. Increased supervision leads to a greater potential for conflict and conflict management. Managing conflict, though a challenging task, leads to growth. One learns from these experiences and improves the thinking process. An increased number of encounters lead to greater conflict-managing data being stored.

The best approach to managing conflict is via consensus building or collaborative problem solving. This process allows equality for all participants, validates each person's view, and creates an atmosphere of trust without competition. The result is a win-win situation for everyone.

If conflicts cannot be resolved because of differences in opinion, negotiation becomes the next step in the process. Productive negotiations, like conflict management, are enhanced by trust, sensitivity, and communication.

The ultimate objective of a negotiation is persuasion. It is an art to persuade or convince others to change their behavior, accept new roles, and reorient their perspectives. Once negotiation is complete, one must be wary of the naysayers and inertia creators because they may create drag by saying it cannot be done.

The fundamental skill needed for interpersonal competencies is communication. Whether one is attempting to manage a conflict, negotiate, inspire, stimulate thought processes or empower, communication skills are the benchmark for success. Leaders must remember that what they say is only part of communication; what they hear and how they listen are even more essential.

Finally, successful leaders must have character. Many components contribute to a leader's character and integrity. The idea of "doing what is right, even when no one is watching" is key.

Many leaders believe there are two sets of rules by which to play -- those rules specifically for them and the ordinary rules for everyone else. Great leaders are fully aware of how their actions are perceived by subordinates, peers and superiors.

True leaders know how to use power, but they also know when power is being abused. Leaders must be respectful, responsible, fair and trustworthy, because the ability to motivate individuals successfully toward a vision is influenced by all these traits. The importance of being a "politician" cannot be underestimated in leadership. Unfortunately, the term has negative connotations, but the process of networking and actively identifying and creating honest relationships for mutual benefit are crucial to successful organizations.

Leadership styles varies from place to place and from person to person, but if you employ what I call the three C's -- conceptual capacity, communication and character -- as you lead, you will apply traits that many individuals have found essential to their success.

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