Leadership DNA Upgrade

3 Steps To Accelerate Your Journey To Mastery

The purpose of this exercise is to unlock your leadership potential and cultivate the traits necessary for Enterprise Leadership Mastery.

As leaders, our capacity for effective leadership evolves and transforms throughout our professional journey. Whether it's navigating new managerial roles, leading through challenging times like a global pandemic, or embracing significant life transitions, the path of our leadership growth can be deliberately shaped.

When I transitioned into a software development manager role early in my career, I initially struggled to lead a team of skilled engineers as I predominantly identified myself as a programmer. This limited my ability to explore alternative approaches to managing others. However, when I embraced my role as a leader first, and programmer second, a world of new possibilities opened up. Previously ineffective actions suddenly became powerful tools for success.

Over time, I realized that the leadership traits that enabled me to establish a global tech company were not sufficient for reaching new heights. As a competitive, driven, and decisive leader, I recognized the need to cultivate qualities of empowerment, inspiration, and trust to elevate my personal and professional life (read more about the defining moment of this transformation here).

Throughout our lives, we encounter shifts in identity across various domains, consistently evolving and growing. Think back to the transformative experience of becoming a parent or adjusting to the dynamic nature of parenting a teenager. These shifts prompt us to redefine our way of being to better align with our roles and aspirations.

Our outcomes in life, both positive and negative, are profoundly influenced by how we define ourselves. By expanding the scope of our identity, both as individuals and as a collective, we unlock a broader range of choices to achieve new levels of personal and professional success. Lasting behavioral change begins with adopting new ways of being in the world, paving the way for impactful actions.

Here is a process I have used in coaching hundreds of executives across Asia, Australia and Europe. It is a simple process which can quickly help you refine your Leadership DNA.

Step 1 – Define your leadership BE statement

Think about the leader you want to become. How do you want to show up, as a leader? How do you want to be seen and remembered?

Choose up to 3 leadership traits from the following lists, or make up your own. Your DNA statement is very personal. It is about who YOU want to be, not who you think others want you to be.

Insert your selected traits into the following phrase, which becomes your personal leadership BE statement:

“I WANT TO BE A _____, ______, AND _______ LEADER.”

• Trust-Building Traits

  These traits build deep trust and connection, fostering authenticity, empathy, and integrity, creating a supportive environment for robust collaboration and innovation.

  Authentic, Approachable, Charismatic, Consistent, Dependable, Empathetic, Genuine, Honest, Integrity, Listener, Non-judgmental, Reliable, Respectful, Responsive, Supportive, Transparent, Trustworthy.

• Evolutive Traits

  These traits embrace continuous growth, adaptability, and learning, in order to drive progress and maintain relevance in a rapidly evolving environment.

  Adaptable, Agile, Ambiguity-Embracing, Accountable, Caring, Courageous, Decisive, Dynamic, Flexible, Focused, Growth-oriented, Humble, Impactful, Influential, Inspiring, Learner, Open-Minded, Optimistic, Reflective, Rejuvenating, Resilient, Risking, Strategic.

• Transgenerative Traits

  These traits fuel innovation, push boundaries, and drive transformative change leading to breakthrough solutions and competitive advantage.

  Boundary-breaking, Creative, Curious, Disruptive, Experimental, Exploratory, Forward-thinking, Fulfilling, Futuristic, Groundbreaking, Imaginative, Innovative, Inventive, Nonconformist, Open-minded, Pioneering, Risking, Trailblazing, Trailblazer, Transformational, Unconventional, Visionary.

• Integrative Traits

  These traits help orchestrate seamless collaboration, leveraging diverse talents for unified success, unlocking the organisation’s full potential in complex and interconnected business environments.

  Adaptive, Boundary-spanning, Cohesive, Collaborative, Committed, Coordinating, Empowering, Enabling, Encouraging, Facilitative, Generous, Giving, Harmonious, Inclusive, Motivating, Partnership-oriented, Synergistic, Synergy-driven, Team-oriented, Valued.

• Legacy-Building Traits

  These traits shape a lasting legacy through visionary leadership and sustainable growth, leaving a positive impact on the organization, its stakeholders, and the broader community.

  Committed, Culture-building, Ecosystem-focused, Empowering, Enduring, Demanding, Development-oriented, Impact-driven, Long-term thinker, Mentoring, Purpose-driven, Stewardship-oriented, Succession-minded, Sustainable, Transformational, Transformative, Visionary.

• Holistic Traits

  These traits redefine success to integrate fulfillment, balance, and social impact, resulting in a positive and sustainable impact, not only on the organization but also on the lives of their team members and society as a whole.

  Analytical, Balanced, Compassionate, Competitive, Dedicated, Determined, Disciplined, Driven, Energetic, Energized, Engaged, Enthusiastic, Ethical, Iron-willed, Joyful, Mindful, Passionate, Persistent, Positive, Pragmatic, Proactive, Reliable, Results-Driven, Rigorous, Service-Oriented.

Find more information on Enterprise Leadership Mastery traits and behaviors here.

Step 2 – Where are you today and where would you like to be?

Embark next on a journey of self-reflection to understand your current leadership state and chart the course towards your desired future state. Let’s start by making your BE statement measurable.

How would you rate yourself today, as the leader you want to be, on a scale of 1 (low) to 10 (high)? Where would you like to be in twelve months? Take this opportunity to dig deep and honestly assess your strengths, areas for improvement, and aspirations.

Note: If your current self-assessment is already 8 or above, your leadership BE statement might be describing more of who you are today, and less of who you want to become. If so, you may want to choose traits that are a bit more ambitious.

What do you think YOUR own personal version of 10/10 looks like? You may want to write up several paragraphs, if writing works for you. Try remembering times you showed up as a 9 or a 10. What was special about those events?

What’s missing, how do you get to 10/10? Come up with a preliminary list of possible action items. This will be refined in the next step, through feedback from others.

By placing a strong emphasis on self-reflection, you empower yourself to gain a profound understanding of your own leadership trajectory. Through honest assessment and introspection, you uncover your starting point, clarify your destination, and develop concrete action plans that will enable you to grow and evolve as an enterprise leader.

Step 3 – Get feedback... lots of it

Gathering feedback is crucial for personal and professional development, and it is most effective when it comes from a diverse range of sources. Seek feedback from various individuals, both within and outside of your work environment, including direct reports, team members, peers, stakeholders, family members, friends, and former colleagues.

Use the following three questions as a framework for seeking feedback:

1- HOW WOULD YOU RATE ME AS A _____, ______ AND ______ LEADER FROM 1 TO 10?

By providing a rating scale, the first question makes it easier for people to express their perceptions. Remember, each person's perception of leadership excellence is unique, and their feedback will help you understand your own personal best.

2- WHAT WOULD MY 10/10 LOOK LIKE? HAVE YOU EVER SEEN ME AT A 9 OR 10?

Inquire about specific instances when you demonstrated qualities of a 9 or 10 leader, as this will provide valuable insights into your strengths and areas for improvement. It’s important to understand what your own personal best looks like. Your 10/10 looks different from someone else’s. Also, you have probably shown up as a 9 or 10 at various times. Feedback from others will help you hit those higher numbers more often.

3- WHAT’S MISSING, HOW DO I GET THERE?

The feedback you receive from the third question will provide invaluable insights and guidance for your personal and professional growth. It's an opportunity to identify the gaps between your current leadership state and your desired future state. With this understanding, you can chart a clear path forward that aligns with your aspirations as a senior executive.

HALF OF THE VALUE OF THIS FEEDBACK PROCESS IS THE DATA… THE OTHER HALF IS LEARNING HOW TO CREATE AN ENVIRONMENT WHERE PEOPLE FEEL SAFE TO TELL YOU WHAT IS REALLY ON THEIR MINDS.

It's natural for people to hesitate to offer candid opinions. You can cultivate trust and openness by becoming an expert in creating an environment of psychological safety and continuous learning. Be brave and courageous in seeking feedback, demonstrating vulnerability and openness. This behavioral shift can have a transformative impact on your relationships and the feedback culture within your organization.

You can't simply read a book or adopt specific body language to gain the trust needed for others to share their honest thoughts. It requires genuine human interaction, taking risks, and demonstrating your willingness to listen and appreciate diverse perspectives. As you change and evolve as a leader, you will notice a ripple effect among those around you. Your commitment to personal growth and your respect for the opinions of others will inspire them to seek feedback from you, fostering a culture of continuous improvement and transformation.

By embracing feedback and continuously evolving yourself, you have the power to drive positive change within your organization. Your willingness to learn, grow, and model the values of growth, transformation, risk-taking, active listening, appreciation, and trust will create a lasting impact on the people around you. Over time, others will recognize your dedication to personal development, leading them to approach you seeking your valuable feedback. This is a clear indication that you have successfully fostered a feedback culture within your organization, setting the stage for transformative growth and development.

Apply the same 3-step process to your team

Think about who you want the team to be, and develop a team BE statement, similar to your leadership BE. This can be an excellent team exercise, to build consensus on who the team wants to be.

“We want to be a _____, ______, and _____ team.”

Then get feedback from stakeholders on how your team is showing up, using the same format as in step 3 above.

1- How would you rate us as a ______, ______, and ______ team?

2- What would our 10/10 look like? Have you ever seen us at a 9 or a 10?

3- What’s missing, how do we get there?

The executive team of a metal processing plant used this process to identify how they might improve their relationship with the surrounding community. They came up with the following statement: We want to be seen as a trusted and valued force for good in our community.

They discovered that achieving all of their health and safety goals would only moderately increase the community’s appreciation. What would it mean to be fully 10 out of 10 trusted and valued? Hours were spent around this question until a vision emerged that brought silence to the room.

“When I started working here thirty-five years ago,” a man said, “I went to the bank to deposit my first check. The lady at the counter told me her father and grandfather had both worked at the smelter. I felt so proud to be working here.” He hesitated, looking like he might be holding back emotion. “I’d love to feel that pride again.” The man’s vision opened up a wealth of brainstorming ideas on how to regain that level of pride.

A few final words...

Many leaders also develop a BE statement for their personal life. For example, the husband/wife/father/mother you want to be, using similar traits as your leadership BE. If you like, you can get feedback from family members, in the same format as described above.

I frequently work with people who are unable to consider 10/10 as ever being possible. Even with non-KPI values such as authenticity, passion, empowerment, and trust. Regardless of nationality, culture or position in the company, their reasons for less than 10 are often very similar:

"There is always room for improvement."

"Nobody can be a perfect 10."

"It's not my nature to be fully authentic (or creative, or resilient)."

"Being too bold might turn people off."

"Top leadership supports us as long as we are being reasonable."

"Performing at 10/10 attracts attention and should be avoided."

"It’s too risky, we might fail."

Imagine saying to your new-born child, "On a scale of 1 to 10, my love for you is around a 7. There's always room for improvement, and nobody can be a perfect 10, right? I look forward to loving you more and more, especially as I learn to be more loving, and as we get to know each other over the years."

These words sound very strange to the vast majority of human beings. "Of course I love my baby 100%!" you might say.

What's the difference between being loving, or being passionate, trusting, and authentic? If we can be 100% loving, why can't we be fully committed to other ways of being? It doesn’t mean we will always be at 100%, but we can choose to turn on or off ways of being whenever we want, dial up or down at our will.

We understand immediately that love functions like this, but we choose to see other areas as different. So we choose to be mediocre when we could instead choose a life of passion, authentically pursuing our dreams and constantly evolving into new versions of our personal best.