High energy levels, desire to be in charge and the ability to cut through complexity are three of the key attributes that distinguish those destined to be CEOs from other executives. When it comes to negative characteristics, research shows that CEOs are less passive-aggressive and do less micro-managing.
These are just some of the findings from a recent Pulse on Leaders study carried out by Personnel Decision International (PDI) which analyzed data from a large group of leaders (9,226) - from senior executives to first-level leaders - and CEOs (148), in order to find out how CEOs are different from other leaders and what characteristics make them successful.
ìWe wanted to examine what distinguishes the select few who make it to the top; what do they possess that others lack?,î said PDIís Simon Callow, Managing Director. ìTodayís CEOs have the weight of the world on their shoulders ñ keeping a business viable and successful in changing economic circumstances, meeting board and shareholder expectations and predicting consumer preferences that could change the direction of the company. This research gives us some insight into what it takes to lead at this level,î
According to the study, CEOs demonstrated a higher ability to understand complex, ambiguous information by analyzing and detecting systematic themes.
The nature of the role requires CEOs to be able to digest a great deal of information quickly and determine which elements of it indicate trends or themes that are important to the business. Identifying what is vital from a mass of random extraneous information is an essential skill in running a business and predicting potential challenges,î Callow continued.
Another trait that CEOs share is higher energy levels. Looking at the daily schedule of todayís CEOs makes it very clear why this is a necessary trait for success. Callow explained: ìCEOs need to thrive on hectic and demanding schedules and not depend on downtime to recharge.î
Two other characteristics that CEOs display more than other leaders are the desire to be in charge and the ability to be persuasive. ìYou have to want to be at the top to be a successful CEO. This is not a role you want to fall into accidentally. Top leaders are comfortable calling the shots, persuading others about the decisions they think are right and taking the responsibility that goes along with the power position,î said Callow.
ìOf course, possessing these traits alone does not guarantee one will make it to the CEO position. It also doesnít mean that if you lack these traits, you cannot fit the role. The other crucial component for the top job is having the right set of career experiences,î Callow added. ìFor those with their eye on the CEO job, experiences that are high risk with potential high return for the company and experiences that are highly visible throughout the organization tend to help an individual be prepared to take on the responsibilities of leading the company.î
Are you destined for the boardroom?
What are the characteristics that could mark you out as the next Alan Sugar?
