While different leadership competency models describe them differently, I find that the capabilities most closely aligned to sustainable performance are integrity and courageous authenticity. Taken together they are the best predictors of a leader’s ability to consistently get the best from an organization. They are also great examples of how not all “soft skills” are about charisma or even popularity. Each of these two capacities requires a level of focus, clarity and courage that will often create friction — especially in cultures that have been sleepy for long periods.
Integrity and Courageous Authenticity
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