A new study has identified key human-centred leadership skills that are helping leading CEOs deliver strong, outstanding and sustainable performance at their organisations.
According to the study carried out by the Higher Ambition Leadership Alliance authenticity, values and trust are key attributes required by CEOs to fuel high performance. The Higher Ambition Leadership Alliance 2022 CEO Study: How Human-Centred CEOs Fuel Performance revealed how top CEOs are cultivating their own intentional, personal leadership to build higher ambition practices and systems into the fabric of their organisations.
KEY CEO BEHAVIOURS
The three distinctive ways that human-centred CEOs fuel performance revealed by the study include:
- Building high-trust relationships with stakeholders to power innovation and agility. Find shared purpose to move beyond bi-lateral partnerships. Build trust with diverse stakeholder groups through genuine human connection.
- Recognising that culture is THE high stakes value driver… or destroyer… and invest accordingly. Embed values into leadership development and talent management systems. Create opportunities and structures that encourage the honest dialogue that drives action on issues and true engagement.
- Show up authentic, open, and vulnerable to engage and inspire your team. Show your true self and show you care. Personally draw out different perspectives.
LEADERSHIP SKILLS
The 50 CEOs and presidents interviewed in the study represent large industry giants and nimble market disruptors, from companies including: BD, CVS Health, Eastern Bank, Otis Elevator Company, Sainsbury’s, Talbots and Xylem. The executives shared the everyday leadership practices that help them build thriving, lasting organisations through these tumultuous times.
“We are heading into a period of seismic change,” shared Sainsbury’s CEO Simon Roberts. “Leaders have to know when to veer to stability and when to add impetus to make big change. To navigate all that, purpose matters, as does the connection leaders have with their people.”
According to Barbara Humpton, President & CEO of Siemans, USA, “Companies in our orbit are very 360-degree relationships, and we have very complex relationships. It isn’t a matter of win-lose. There is only win-win, lose-lose.”
“You have to build an engine, that’s constantly exploring,” added Corey Thomas, Chairman & CEO of Rapid7. “And when you have an organisation that is exploratory, there is not a lot of stability to hold on to other than your values.”
CEOS DELIVERING OUTSTANDING PERFORMANCE
“The continued escalation of volatility and uncertainty coupled with demands for meaning at work and more sustainable practices make human-centered leadership a competitive imperative,” stated Jeannie Diefenderfer, CEO of Higher Ambition Leadership Alliance. “At the same time, it is harder than ever to deliver outstanding performance in the short- and long-term while consistently honouring people and purpose. The economic case for what we call Higher Ambition leadership is sound, yet many executives find it hard to push back against corporate inertia. We set out to show how a growing group of determined CEOs are doing the real work of leading this way.”
Some of their practices may go against the typical, traditional profile of a successful CEO, but for these leaders, their actions have translated into solid performance over time. Check out the 2022 CEO Study here.
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