Based on their research over the years, McKinsey has elaborated upon its centered leadership model in the latest McKinsey Quarterly. The model has five capabilities at its core, which McKinsey claim are the primary determinants of leaders’ performance & effectiveness. These capabilities also positively affect the overall satisfaction of leaders. 

Meaning:

• Of all the dimensions of centered leadership, meaning has a significant impact (5 times more than others) on satisfaction with both work and life
• Centered leaders often talk about how their purpose appeals to something greater than themselves and the importance of conveying their passion to others. Sharing meaning to inspire colleagues requires leaders to become great storytellers, touching hearts as well as minds.

Managing Energy:

• Leaders will find it hard to sustain energy and commitment within the organization unless they systemically restore their own energy (physical, mental, emotional, and spiritual), as well as create the conditions and serve as role models for others to do the same.

Positive Framing:

• Positive psychologists have shown that some people tend to frame the world optimistically, others pessimistically. Fortunately, we can all become aware of what triggers our fears and learn to work through them to reframe what is happening more constructively. Once we have mastered reframing, we can help others learn this skill

Connecting:

• Leaders depend increasingly on their ability to manage complex webs of connections. While this environment can be challenging, it also allows more people to contribute, generating not only wisdom and a wealth of ideas but also immeasurable commitment. Leaders must also be adept at building relationships with people scattered across the ecosystem in which they do business and at bringing together the right people to offer meaningful input and support in solving problems.

Engaging:

• This is the ability to engage with risk, with fear, and even with opportunity. Risk aversion and fear run rampant during times of change. Leaders who are good at acknowledging and countering these emotions can help their people summon the courage to act and thus unleash tremendous potential.

Centered leadership is a journey, not a destination, and it starts with a highly personal decision. Transformation is not only about changing the organization or changing the mind-sets and behaviour of everyone. It starts with yourself and your willingness and ability to transform yourself. Only then will others transform.

Read the full McKinsey Quarterly article here.