Successfully meeting the expectations of CEOs and leaders requires six special qualities: initiative, inspiration, intuition, projection, loyalty, and urgency.
- Initiative – The most common criticism I hear about both outside and inside advisors is that although ideas abound, few advisors seem capable of picking up an idea, developing it, and moving it forward without prompting or specific direction.
Initiative at very senior levels carries significant risks, and quite often the higher the altitude, the more risk averse advisors become. Because leaders must, for the most part, spend time waiting for things to happen, progress or finish, those with initiative earn a higher degree of respect and attention. - Inspiration – Inspirational people help others see (from the others’ own perspective) new truths and special insights that positively affect their emotions, behaviors, and beliefs. Quite often, unless someone makes a comment or reveals himself or herself, inspiration is a private moment of revelation between the individual who presents the inspirational opportunity and the individual who benefits. The isolation of leadership both triggers and inhibits the inspiration of new ideas and creative thinking. The Trusted Strategic Advisor brings the inspiration ingredient to each encounter he or she has with the boss.
The ability to inspire is a quality that you can learn and develop. Identify those who inspire you. Focus on how they do it. Understand how they do it. Then use that knowledge to develop your own inspirational style. Inspire others. It is truly a gift that is appreciated, though often not acknowledged. - Intuition (Controlled) – Intuition is a charming attribute among the advisor’s special abilities. It is difficult to develop and to cultivate. This exceptional quality of the Trusted Strategic Advisor-the ability to “see” the solutions and next steps even in the absence of evidence and data-is highly prized. You can discipline yourself to develop your intuitive abilities.
Despite the importance of intuition, those who run organizations, especially large organizations, have a limited tolerance for intuitive solutions and recommendations. Managers today pride themselves on fact-based decision making. You must ration your intuition. Build support for what you intuitively believe or suspect. Present intuitive recommendations using a process approach so that you can be understood and your ideas can be acted on by those you counsel. - Projection – Louis Pasteur, the great French scientist, was reputed to have said, “Chance favors the prepared mind.” How prepared are you to hypothesize useful ideas, alternatives, and insights about the issues, concerns, problems, and work of those you coach and counsel? Do you read the publications they read? Do you consume information of the same type and nature that those you counsel do? Can you hold an informative conversation on an operating topic that informs the other person? Are you routinely ready to project yourself into the situations and circumstances of those you counsel?
- Loyalty – The loyalty of the Trusted Strategic Advisor comprises three factors: the alignment of fundamental principles of behavior, goals, and aspirations; the productive and constructive chemistry created between individuals who work well together toward mutually agreed on goals; and a relationship based on candor and responsiveness to issues and questions that matter. Loyalty is an intentional, conscientious alignment of goals, interests, and actions.
Advising at senior levels also automatically makes you the eyes and ears for those you counsel. Your observations are a part of the information base that supports your advice. Successfully advising and coaching senior people requires a high level of personal candor both about the leaders themselves and about the what and why of what is happening around them. Loyalty is more than mere following; it entails actively engaging in the successful progress of leadership ideas and continually verbalizing and analyzing organizational behaviors, decisions, and actions. - Urgency – Time is the universal perishable. Matters are urgent when time is a driving force or is used as one, when the loss of time has real consequences, when time may be running out. From an advisor’s point of view, urgency means using time wisely by saying things briefly and powerfully. By using the pressure of time, the advisor constructively increases the importance of all actions.
Setting priorities establishes a sense of urgency. Resolving issues and problems quickly and effectively also creates urgency. Applying pressure to get things done at the earliest possible time, often for the most important reasons, creates urgency.
Urgency is a double-edged tool. Used to motivate, inspire, and energize, urgency can be a constructive and productive force. Used to intimidate, badger, and bully, it can be destructive and corrosive, and can have long-term negative impact.
*Copyright © 2018-2025, James E. Lukaszewski. All rights reserved. For permission to reproduce or quote, contact jel@e911.com. Editing and excerpting are not permitted.
