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How to Be a High-Stakes Leader

Morag Barrett, December 4, 2017

How to be a High-Stakes Leader

If asked what separates great leaders from poor leaders, you could likely identify a long list of characteristics. It can be more challenging, however, to differentiate between good and great leaders.
When things are going well, it is relatively easy to be a good or great leader. The true test of leadership is during times of uncertainty, when risk is high and circumstances are changing. Why are some leaders highly effective during crisis, while others disappoint or fail?
In the latest episode of Leadership Conversations, I had the opportunity to talk with Constance Dierickx, author of High-Stakes Leadership: Leading Through Crisis with Courage, Judgment, and Fortitude. Constance discusses how our perception can affect our leadership during challenging times, as well as why high-stakes leadership requires both self-awareness and awareness of your business environment.
Three core characteristics work together to separate successful high-stake leaders from the rest:

  • Courage – Courage allows us to make conscious decisions about what to do. Courage provides energy and emotion, but when used alone can lead to recklessness.
  • Judgment – Judgment directs the energy that courage provides. Judgment allows strategic thinking to occur, allowing us to separate important information from short-term trends.
  • Fortitude – Nothing long-lasting happens overnight. Fortitude allows leaders to stay the course, remaining true to oneself and one’s mission.

Each trait is required for a leader to thrive. The good news is that these three signature character traits can be cultivated by anyone, at any level in any organization, big or small. When leaders do incorporate these traits, they lead their teams to success by example.
To learn more from Constance Dierickx, and develop your own high-stakes leadership skills, make sure you listen to our conversation and order your copy of High-Stakes Leadership.

Listen to the Conversation here

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