Three Qualities Every Leader Needs to Succeed on a Team by PETER BREGMAN


Here’s a great article from one of my favorite authors. Enjoy!

“I want your help developing my direct reports into stronger leaders,” John* the new CEO of Fasseni, a $350 million technology company, told me several years ago.

Initially, I approached the request like any consultant might.

First, I asked John why he wanted my help. He told me that Fasseni had stagnated. They had been hovering around the same revenue point for years and their competitors were gaining market share. He saw opportunity and knew that success lay in the hands of his direct reports. That made sense to me.

So John and I defined a list of qualities a great leader should have, like expertise in their field, strategic thinking capability, common sense intelligence, powerful communication skills, problem solving prowess, and similar traits.

Then I spent some time interviewing him and his direct reports to better understand their strengths and weaknesses as they related to the list of leadership qualities we had defined.

Identify the goal, assess the current situation, understand the gap, and then close it. Consulting 101. Simple, right?

Only in this case, it wasn’t so simple — because there was no gap.

On the whole, the leaders at Fasseni were smart, capable, communicative, strategic people. A few were even charismatic. They were good leaders. Maybe we could have made incremental improvements, but, I told John, I didn’t believe it would be a good use of his resources. Our work wouldn’t move the needle enough.

We sat in silence for a moment and then I chanced a gut feeling. “There is one more thing I’d love to do. I can’t exactly tell you why, but I’d love to see your direct reports in a meeting together.” He hesitated — so far I hadn’t added much value — but he took a risk.

Here’s what I saw:

One item on the agenda was the slow down in sales. When that conversation started, the head of sales started to defend his organization. Prices are too high, he said, because of the CEO’s focus on margins. If manufacturing could reduce costs, then sales would pick up.

The Surprising Path to the Top by Dan Rockwell

Just discovered this blog:

Very good!

Top tier leaders develop their leadership; bottom tier leaders don’t. Lousy leaders don’t develop their leadership.

Those who need it most – want it least.
Those who need it least – want it most.

Simple test:

Ask yourself, “What am I doing to develop my leadership?” Lousy leaders don’t have an answer.

Number one:

I talked with Marshall Goldsmith, yesterday. He’s been on my bucklist of people to talk with. Harvard Business Review named him the number one leadership thinker in the world. Marshall said the best always strive to be better.

Surprising path to number one:

Marshall said I always learn more from the people I coach than they learn from me. He’s not minimizing his value. It helps that he only works with top leaders of top organizations in the world.

Grow your leadership by growing others.

Help yourself by helping others. Teachers learn more than students.

The surprising path to the top is helping others to the top.

Unselfishly develop yourself by unselfishly developing others.


Know less. Even if you think you know, listen and learn.

In and out:

People ask me how I come up with a leadership post six or seven times a week. I always answer the same way. I’m putting more in my cup than I’m taking out. A conversation with Marshall Goldsmith is one example.

Keep filling and pouring out of your cup.

Writing Leadership Freak is part of my leadership development. You think I do it for others and that’s true. I also do it for me. What I take in, I give out.


Here’s a tool to help you develop others and yourself: “Managers as Mentors,” by Chip Bell and Marshall Goldsmith.

How are you developing your leadership?