written by Nick Roud, Founder Nick Roud Coaching
You do your time and you become the CEO, go to school, get a job, climb the ladder then become the CEO. For years we have seen a conventional approach to leadership. Board’s are wanting and needing to see different results, they want leaders who can think differently and have somewhat of a unconventional approach to leading organisations.
The modern unconventional CEO is someone who will push the boundaries of what is possible, someone who doesn’t necessarily follow the traditional path or methods of leadership. They may well have skipped university or going to an ivy league university to gain a MBA. They certainly will challenge the status quo, think outside the box and encourage innovation and creativity within their executive leadership group and entire organisation. They are often seen as the ones who are ‘awkward’ willing to take calculated risks and are not afraid to fail, they may well be the ones up late at night tweaking things, not settling on things, looking around corners at what might be possible. What they fail they don’t throw in the towel or give up they learn from the mistakes and build on that newfound wisdom.
This type of unconventialon leadership values diverse perspectives and is open to feedback. They listen deeply and care so much about the success of others that they are willing to forgo something in order to help someone else, they bring a team first mentality to every single aspect of their lives and are unselfish in the pursuit of greatness. They are first to put their hands up and say I don’t know or I dont have the answer to that. Their leadership approch is far from the old ways of control command, they lead with empathy, prioritise psychological safety and create an environment that draws others in, helps people feel empowered to share though and ideas and the unconventialy CEO will surround themself with smart people who have greater knowledge than themself. They draw ideas out of others, they hold hands with the quiet people and nurture them on on one, they hold the room light enough to know we are onto something but stop short of giving solutions. When things get tricky or stuck they call time, break and then re group. They are ready to embrace change quickly not to sit still and wait for change to be forced upon them. The modern unconventional leader knows his/her people so well that going to work isn’t a chore. They move on people who are not team players quickly, they don’t suffer fools and will apologies quickly for mistakes that have occurred.
What we are seeing is a shift from control command, text book leadership to a leader who plays what’s in front of them. They are on the tools, sleeves rolled up helping move the needle forwards – methodical and carefully. The past has gone the modern unconventional leader will not consider what happened yesterday they will learn from it, celebrate it and move forwards quietly.
No person can predict the future, but the unconventional no leader will sense what is coming and have the street smarts to quickly navigate, course correct and make the most of those opportunities. Those street smarts are not learnt in a text book or watching a video they are ingrained in the person.
Universities defiantly have a place to help shape the leader. The unconventional approach to leadership will not be taught in a classroom, it will involve getting out and about, tasting new things, trying new ways, understanding what is or more importantly what could be. Those kids that used to daydream, those are the people who will now shape our future, those lazy kids who didn’t necessarily hit grade As will be wort after by Boards who want a different approach to leadership.
When we look at CEOs they may not be super polished but they will get results. They may stumble around but their ability to bring people together and deliver will be out of this world. As we look to see a new bred of executives rise to the very top appreciate just how impactful to an organisation great unconventional leadership will be for your business. It may well be the smartest move you have taken when appointing a CEO.