External leaders fail because they just don’t work well with the people on their teams.

Ingersoll Rand shifted its approach to assessing potential leaders, focusing not just on qualifications but on four new “fit categories” — knowledge, values, career experience, and leader behaviors — which in combination produced a more complete view of the executive’s style and how she is likely to approach work.

File under: leadership and team building.

I also respect some of the comments including:

It also made me think of some of the fundamentals of Inclusive leadership—listening, seeking the perspective of others, respecting and accepting differences—and the reality that these are skills that can be learned. — Maria Hernandez, PhD

The first step in putting together such a team is to identify each member of the team’s personality makeup and leadership style, so that strengths and competences can be matched to particular roles and challenges.

And the eight archetypes are:

  • The strategist: leadership as a game of chess. These people are good at dealing with developments in the organization’s environment. They provide vision, strategic direction and outside-the-box thinking to create new organizational forms and generate future growth.
  • The change-catalyst: leadership as a turnaround activity. These executives love messy situations. They are masters at re-engineering and creating new organizational ‘‘blueprints.’’
  • The transactor: leadership as deal making. These executives are great dealmakers. Skilled at identifying and tackling new opportunities, they thrive on negotiations.
  • The builder: leadership as an entrepreneurial activity. These executives dream of creating something and have the talent and determination to make their dream come true.
  • The innovator: leadership as creative idea generation. These people are focused on the new. They possess a great capacity to solve extremely difficult problems.
  • The processor: leadership as an exercise in efficiency. These executives like organizations to be smoothly running, well-oiled machines. They are very effective at setting up the structures and systems needed to support an organization’s objectives.
  • The coach: leadership as a form of people development. These executives know how to get the best out of people, thus creating high performance cultures.
  • The communicator: leadership as stage management. These executives are great influencers, and have a considerable impact on their surroundings.

Mentally strong people avoid giving others the power to make them feel inferior or bad. They understand they are in control of their actions and emotions. They know their strength is in their ability to manage the way they respond.

Great list of things to avoid as a leader:

  1. Waste Time Feeling Sorry for Themselves
  2. Give Away Their Power
  3. Shy Away from Change
  4. Waste Energy on Things They Can’t Control
  5. Worry About Pleasing Others
  6. Fear Taking Calculated Risks
  7. Dwell on the Past
  8. Make the Same Mistakes Over and Over
  9. Resent Other People’s Success
  10. Give Up After Failure
  11. Fear Alone Time
  12. Feel the World Owes Them Anything
  13. Expect Immediate Results

… when you see your entrepreneurial venture (or your career, or your goals in general) as being about the potential for advancement, achievement and rewards, you have a promotion focus.

This comes off as negative but maybe that just me. Maybe promotion is the wrong word but I appreciate the concept.

Write down several goals you have for your venture (or for your career). For each goal, make a list of ways in which you will gain something if you are successful. Read through these goals and potential gains on a daily basis, or before undertaking any important task.

File under: must do.