The simplest rules are the most effective ones. I endorse the rule of the 3 “C’s” from a Corporate Director who I was fortunate enough to work with on a Board and who has unfortunately left us far too early. You know the type of person who is sensible and who always channels you into using the facts and good judgment.
Jacques was a sensible man by nature. Every time I sought his advice on a file or an issue that worried me, I always left our discussion feeling serene and enlightened. There is nothing scientific about leadership, and the great leaders are not any better produced in the test-tubes of large universities than in the guerilla cubicles at the heart of enterprises. In short, his mantra stamped with simplicity constantly reminded me: Nathalie, a good leader whether a director, leader or administrator must follow the rule of the 3 C’s:
- Be competent
- Be courageous
- Be complementary
Let us stop complicating life. These are the three essential elements to validating when the time comes to recruit, promote, develop or dismiss.
- Competence
It is often said that competence is developed but that attitude is innate. We can always develop a technical competence.
True! But let's be realistic, in our world that turns at 200,000 miles per hour, there is little place for developing basic skills or techniques. It is more worthwhile to possess 85% of the required competencies at the risk of saying, "better luck next time" or even more subtle, "you had all the qualities to fill this position, but the risk of not mastering this or that skill alarmed the hiring committee". In short, competence remains the pillar of any employment application, without it there's no hope. When we recruit a company director or a future leader, the question of credibility is systematically assessed.
The credibility of a leader depends on many factors, but above all on their history of success and achievements. Generally, individual talent is measured from the outset on their knowledge and skills. It is only the second time around that they are given additional points for management style and personal abilities. What does this future CEO, CFO or other C-something know about the basic activities of our business? What training do they have? Which industry do they come from? Are they strong enough in their field (you would be surprised at how often this question comes up!)? Without a doubt, he and she are known for their command of this or that…
- Complementarity
Jacques always told me that this is the most delicate ingredient of the recipe as it depends on the collective strength to accept a new individual in the inner circle of key decision-makers. For the individual, they must "stick" to the culture and functioning of the group, all while adding their personal touch and creating value. It's not simple. In our day, the buzzword is that of diversity. Too often associated with gender diversity, we forget that true diversity is in fact the complementarity of expertise and differences of each team member that creates their richness and in the end, value. When we only recruit people who are alike, whether they are men or women, we lose the key element of the objective.
Complementarity stimulates innovation and generates ideas while respecting group culture. Everyone can share their ideas while feeling heard without being judged. When individuals are poles apart in terms of value, culture or vision, it becomes more difficult to bring them to reflect or even to work together. They do not speak the same language, nor share the same culture and sometimes worse, they live in parallel worlds. There must be at least a few anchor points. This is known as complementarity. This is the anchor point for a group which, in their differences and their diversity, find the tipping point that creates the group dynamic.
And so what it takes… perhaps the most important: courage.
- Courage
Courage in business is:
- To accept the ideas of others and welcome them without judging them.
- To be able to question oneself individually and collectively.
- To make decisions, and take responsibility for them – even those that are bad.
- To be responsible and accept successes and failures without making excuses or taking over.
- To remember that success is rarely the fruit of a single person but always of a team, a group.
- Be humble before success but strongly determined in the quest for it.
Courage is rarely included in hiring criteria. Leadership, entrepreneurship, autonomy and a sense of organization are preferred to courage. Yet, what is demanded at work is to move forward, to defend your ideas, your projects and your team with conviction. It even seems that we recognize the great leaders in adversity.
To demonstrate courage is to undertake something, to venture into the unknown and leave the comfort zone. It's in the energy that is put into it that success is met, and this is not a new thing. Jean-Jacques Rousseau said, "there is no happiness without courage…” This quality is measured by the capacity to overcome one's fears (not only to not have them) because it's often fear that prevents us from moving forward and makes us give up. Fear of being ridiculed, fear of failure…
Three little "C's" for top managers. Attention recruiters, your next employment interviews for recruiting managers must revolve around these three themes. The rest is nothing but incidental.