Imagine, right now, that you are attached to a lie-detector and you are asked, “Are you a good business leader?” How would you answer?
If you are supremely confident, you might respond quickly, “Of course!” If you are more modest or less confident you might say, “I think so.” Either way, the likelihood is, like most executives and senior leaders, you are accustomed to empirical performance measures and will therefore have a reasonable basis for your answer. Accustomed to being in control and, perhaps unwilling to come across as unsure, you would be unlikely to stall by asking, “What do you mean by good?”
Yet, ‘good’ is a subjective term, and you would be quite within your rights to seek further clarification, or even to pull out that old consulting chestnut by responding, “It depends.” The fact is, your answer might well depend on who is operating the lie-detector and what lies behind the question or where the emphasis lies. Hopefully, however, the pressure derives from the lie-detector and this is a question you regularly ask yourself anyway. (If it isn’t, you definitely have little right to answer positively. A good leader will always be questioning their performance and looking to do better.)
So let’s move on to take a look at what you are doing to assess your leadership, and perhaps identify pointers for improvement.