In today’s fast-paced world, effective leadership requires much more than traditional managerial skills. The dynamic nature of modern organizations, combined with the increasing complexity of global challenges, calls for a new type of leader – one who can navigate uncertainty, connect deeply with others, and foster a culture of trust and collaboration. Over the course of 20 years of coaching top executives globally, encapsulated in what we call the Six Leadership Landmarks we attempt to move beyond traditional leadership models, emphasizing vulnerability, self-awareness, and connection with others. Through this framework, leaders can not only guide their teams more effectively but also inspire transformation within themselves and their organizations.
The Origin of Coaching: A Lesson from Sports
Coaching as a concept stems from the world of sports. The term “coach” originates from the medieval Hungarian town of Kocs. It was first used by an Oxford University academic in the 1860s to describe someone who helps athletes move in the same direction, ensuring that they achieve their goals as a team. This sports analogy holds true in business and leadership today. Just as athletes need guidance, feedback, and trust to succeed, so too do leaders and their teams. Our approach to leadership coaching draws heavily on this idea, helping individuals and organizations align their actions and values.
A Leadership Model for the Future
The six leadership landmarks we’ve developed over the years are awareness, adaptability, trust, vulnerability, kindness, and a shared vision. Crucially, they are grounded in real-world experiences, from a recent exchange with worldly-wise restaurant waitresses in Bordeaux exemplifying trust and collaboration, to the coaching of top CEOs over the past 20 years. At the heart of this approach we embrace vulnerability, foster trust, and stay adaptable. These principles guide our organizations toward a more sustainable and human-centered future.
Awareness As Wholeness
Within this framework is an awareness which goes beyond simply being alert to one’s surroundings; it embodies a holistic understanding of oneself and others. One of our trainees, let’s call him Arthur, was an executive whose vulnerability was a quick temper that strained both his professional and personal relationships. By focusing on personality types and introspection, Arthur gained deep insights into his natural modes of interaction, enabling him to change how he engaged with people. This shift not only improved his workplace interactions but also had a profound impact on his family life, illustrating our belief that “awareness is wholeness”. Arthur’s transformation is a testament to how self-awareness can reshape a leader’s approach, fostering empathy and understanding both in the office and at home. The emphasis on holistic awareness helps leaders better detect when and how to act, making their decisions more thoughtful and impactful. Awareness is foundational to leadership – once leaders understands themselves, they are better equipped to manage others effectively. These leaders need to regularly ask: “Do we truly understand the emotional dynamics of our team? Are we aware of how external market conditions impact our decisions?” One of the most common reflections from executives is that they wish they had practiced greater mindfulness earlier in their careers, as it could have saved them from misunderstandings and reactive decision-making.
Agility: Navigating The Complex And Uncertain
Agility comes hand in hand with awareness. The business environment today is volatile, uncertain, and ambiguous. A leader’s ability to pivot quickly while maintaining a clear strategic vision is invaluable. Agility isn’t just about changing directions at the drop of a hat; it’s about fostering a mindset that embraces change as an opportunity for growth. In our training sessions, we’ve often seen leaders wrestle with the fear of the unknown. In discussions, they express how critical it is to let go of rigid planning and instead adopt a more fluid approach. When we embrace agility, we encourage our teams to experiment, learn, and adapt, which ultimately leads to greater innovation and resilience.
Eco-Friendliness: A Moral And Strategic Imperative
In recent years, eco-friendliness has evolved from being a CSR initiative to a leadership imperative. As we become more aware of global environmental challenges, it is essential for leaders to integrate sustainable practices into their businesses. This quality isn’t just about reducing a company’s carbon footprint; it’s about fostering a broader consciousness of how our decisions impact the world around us. In our interviews with top executives, we hear a recurring theme: eco-friendliness is no longer a choice; it’s a necessity. Leaders today are expected to be stewards of the environment, guiding their organizations toward more sustainable practices that resonate with both employees and customers. By embracing eco-friendliness, leaders inspire teams to think long-term and act in ways that benefit the planet and future generations.
Elevating The Team Through High Standards
Another key leadership quality is maintaining high standards. In our class discussions, this topic often sparks lively debate. We’ve noticed that the most successful leaders never compromise on quality, whether it’s in delivering products, managing teams, or setting personal goals. High standards push organizations beyond mediocrity, fostering an environment of excellence and continual improvement. But maintaining high standards is not without its challenges. Leaders often grapple with balancing high expectations with the need to support and develop their teams. The goal isn’t to overwhelm people but to create a culture where excellence is celebrated and where individuals feel empowered to reach their full potential.
Kindness: A Strength, Not A Weakness
One of the most underestimated leadership qualities is kindness, also known as compassion and understanding. In today’s competitive world, kindness is often seen as an unnecessary soft skill, but we’ve found it to be a profound strength. Kindness in leadership fosters trust, loyalty, and collaboration. It encourages open communication and a sense of belonging within teams. In interviews we conducted, leaders express how difficult it can be to consistently lead with kindness, especially when facing pressure to deliver results. Yet, it’s in these challenging moments that kindness can make the most significant impact. A leader who shows empathy and support, particularly during tough times, creates a culture of trust that fuels long-term success.
Co-Visionary Thinking: Building a Shared Future
Last of our qualities, co-visionary thinking. This involves creating a shared vision with the team, rather than dictating one from above. We often ask leaders: “Are we fostering an inclusive environment where everyone contributes to the broader vision?” By encouraging collaboration, leaders empower their teams to take ownership of the company’s direction, leading to more innovative solutions and a stronger collective buy-in. This collaborative approach not only strengthens team cohesion but also ensures that the organization’s goals are in sync with the values of its people. A co-visionary leader fosters creativity and drives sustainable growth by making everyone part of the journey.
Applying The Six Leadership Qualities: How Urgent Is It?
The need for a new kind of leadership has never been more critical. By continuing on the same path without adapting to the changing world we face numerous risks, particularly when it comes to sustainability – both of our planet and our well-being. We see this clearly in industries like healthcare, where many professionals dedicate themselves to others but neglect their own health. The key takeaway is that we must care for ourselves as leaders and individuals. If we wait too long to react, it may be too late. One of the most common risks business leaders face is knowing that change is necessary but struggling to implement it. During one of our courses, one participant asked: “Have you ever met people who just don’t understand what they need to change, or who try but cannot?”
We addressed this query with a nuanced perspective. People who are unaware of their need to change often don’t seek out coaching. Most leaders seek training because they sense the need for transformation, even if they’re unsure of what exactly needs to change. But it’s also true that sometimes, despite knowing what must be done, personal or psychological barriers can prevent action. This is where our interdisciplinary approach, which blends coaching with psychology, can be particularly powerful in helping individuals unlock their potential and overcome internal obstacles.
Leadership Across Cultures: A Universal Need for Connection
As leadership becomes more global, the question of cultural nuances in coaching inevitably arises. A participant from Ho Chi Minh City asked: “What cultural differences could impact your advice on leadership?” Our experience coaching individuals from all over the world—China, Brazil, the U.S., and beyond—has shown that while cultural differences exist, they are secondary to the universal need for trust and connection. No matter where we’re from, we all experience fear, doubt, and vulnerability. These common human experiences create a foundation upon which leadership can be built, regardless of culture. While it’s essential to adjust our leadership approach to the local context, the fundamental principles of trust and vulnerability are universal.
Building Trust and Vulnerability: The Cornerstones of Leadership
Ultimately, leadership is about building trust. Two fundamental pillars underlie this process: doing what we say and saying what we do, and showing vulnerability. Leaders who are honest about their limitations and who create environments where their teams can do the same foster stronger, more resilient organizations. Our years of experience coaching have shown that trust and vulnerability are essential for effective leadership. By embracing these qualities, leaders can create a positive cycle where vulnerability builds trust, and trust fosters even greater openness. This creates a work environment where people feel safe to share their challenges and collaborate on solutions.
Applying The Six Qualities To Real Leadership Challenges
One of the recurring themes in our coaching work is that leaders often feel vulnerable. Whether it’s uncertainty about making the right decisions, fear of failure, or simply managing the weight of responsibility, vulnerability is a common experience. These six leadership qualities – awareness, agility, eco-friendliness, high standards, kindness, and co-visionary thinking – serve as anchors in moments of uncertainty. We’ve seen leaders transform their approach when they embrace these qualities. For example, one executive described how embracing awareness and kindness helped him rebuild trust after a major team conflict. Another leader shared how agility and co-visionary thinking allowed her to navigate her company through a difficult market transition, emerging stronger and more united.
Marc Beretta is Affiliate Professor at HEC Paris, and Academic Director of the Edenred and CIEL programs at HEC Paris Executive Education.
Daniel Brown is Head of Research Communication at HEC Paris.
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