THE LEADERSHIP TEAM

High-performing leaders exhibit an abundance of both will and skill. Their will is reflected in a positive attitude and unwavering perseverance. They are relentlessly committed to excelling in their roles, displaying a proactive approach to leadership and organizational development. High performers are visionaries who focus on the bigger picture, working on the business to drive innovation and strategic growth.

The skill aspect of high performers is evident in their extensive experience, leadership acumen, and deep knowledge. They are adept at developing and executing strategies that propel the organization forward. Their expertise enables them to lead their teams efficiently, fostering an environment of excellence and achievement.

Organizations led by high performers benefit from a culture of high morale and low turnover. These leaders delegate effectively, constantly challenge their teams, and focus on strategic growth rather than getting bogged down in operational minutiae. Their ability to work on the business rather than in it frees up the CEO's mental capacity, allowing for a greater focus on overarching business objectives. The primary focus for CEOs regarding these leaders is to keep them challenged and engaged, providing opportunities for growth and leadership.

Leaders with high will but low skill present a unique challenge for CEOs. These individuals are marked by their enthusiasm, dedication, and a strong desire to succeed. They possess a commendable work ethic and are often highly motivated, driven by a passion for their roles and a deep commitment to the organization's goals. Their attitude is characterized by positivity, resilience, and a readiness to face challenges head-on.

However, their shortfall lies in their skill. These leaders may need more experience, technical knowledge, or strategic insight to lead and manage teams effectively. This deficiency can manifest in poor decision-making, inadequate strategic planning, and challenges in executing complex projects. Despite their best intentions and efforts, their lack of skill can hinder their ability to translate their will and enthusiasm into tangible results.

The presence of high-will, low-skill leaders within an organization can be both a challenge and an opportunity. Their energy and commitment can be infectious, inspiring, and motivating to their teams. However, the gap in their skill set can lead to inefficiencies, errors, and missed opportunities.

To harness the potential of these leaders, organizations must invest in their development. This involves providing targeted training, mentorship, and opportunities for skill enhancement. By aligning their strong will with the necessary skills, these leaders can evolve into effective, well-rounded managers who can significantly contribute to the organization's success.

On the other end of the spectrum are leaders with high skill but low will. These individuals have the experience, knowledge, and technical competence required for their roles. They are often experts in their fields, capable of making informed decisions, and adept at executing complex tasks.

However, their lack of will or motivational drive poses a significant problem. They may exhibit apathy, lack of engagement, or resistance to change. This lack of enthusiasm can stem from various factors, such as burnout, misalignment with the organization's vision, or personal dissatisfaction. Their high skill level keeps them competent, but their low will prevents them from being proactive or visionary leaders.

The impact of low-will, high-skill leaders on an organization can be subtly detrimental. While their competence ensures a certain level of performance, their lack of drive and engagement can stifle innovation, hinder team morale, and create a stagnant work environment.

CEOs need to understand and address the root causes of their low will, which may include providing new challenges, aligning their roles more closely with their interests, or addressing any underlying issues affecting their motivation. These skilled leaders can be transformed into dynamic and effective contributors to the organization's success by reigniting their will. But, if their will cannot be reignited, CEOs must deal with them swiftly, often having to exit them out of their business, given their potential toxicity can be cancerous to an organization.

Low-performing leaders have a deficiency in both will and skill. Their lack of will is evident in their attitudes and perseverance, or rather the lack thereof. These leaders typically exhibit a narrow focus on self-promotion and self-preservation. They tend to immerse themselves in operational intricacies, working in the business rather than on it. Their approach limits their strategic perspective and makes them indispensable for routine decisions, stifling organizational growth and innovation.

The deficiency in skill is equally detrimental. Low-performing leaders often lack the experience and knowledge to effectively devise winning strategies and lead their teams. This shortfall in skill manifests in poor decision-making, ineffective team management, and inadequate execution of business strategies.

The combined lack of will and skill leads to a trickle-down effect, adversely impacting the organizational culture. This results in a toxic work environment characterized by low performance, poor morale, and high employee turnover — detrimental to any organization's long-term success.

Leaders who fall into this category present the most significant challenge. They lack the motivation and the necessary skills, often leading to detrimental impacts on team morale and organizational performance. For these leaders, the CEO must make tough decisions. Intensive coaching, reassignment to roles better suited to their capabilities, or, as a last resort, transitioning them out of the leadership team might be necessary steps.

CEOs must look externally and internally when development efforts cannot bridge the gap or new expertise is required. Recruiting A-players becomes essential to infuse fresh skills, perspectives, and dynamics into the team. This strategy ensures that the leadership team remains robust, diverse, and capable of meeting evolving business challenges. Similarly, promoting internal candidates who demonstrate A-player potential is vital. These individuals often bring a deep understanding of the company's culture and operations, which, combined with the right skills and attitude, can propel them to excel in leadership roles.