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Your Career Retainer

Your Career Retainer is a career column written for Drexel alumni by Chris Bilotta '77, '84. Chris is co-owner of the Resource Development Company, Inc., is a Certified Public Accountant, and is recognized as a Certified Professional Résumé Writer.

Alumni are encouraged to send comments, questions or suggestions for future column topics to alumni@drexel.edu.


Top Leadership Behaviors
May 2015

Jeff Boss, an author and coach who specializes in leadership, suggests in a recent Forbes online article that a leadership gap exists in industry today. In many circles, leadership has become an exception rather than the rule due mainly to a "me" centric approach that governs self-interest. If leadership is about authentic self-expression that inspires others to act or think in a certain way, he asks when was the last time you were led by someone? He cites a recent McKinsey & Company study that looked at just this question where researchers asked 189,000 people in over 80 different companies across the globe what types of leadership behaviors they valued and which ones they wanted to avoid.

According to the survey, the top leadership behaviors people espouse are:

Leaders are doers. They understand the big picture and clearly assign roles, responsibilities and expectations that will lead the organization in the right direction. Additionally, they work with a sharp focus on the priorities that drive value.

Leaders seek diversity of thought. The smart ones know that if they want to improve themselves and their company that the only way to do so is to surround themselves with people smarter and more experienced than themselves. We can all learn what not to do. However, in the leadership realm, listening to diverse perspectives only serves you (if you're the leader) to make better, more informed decisions.

Leaders show support. They have a thankless job sometimes. Not only are they expected to know their role as leaders, but also the roles of their people. They must be emotionally, socially, and self-aware enough to know when to promote, grow, and challenge their people. Furthermore, they oftentimes have to resolve conflict and make difficult decisions that support the best interest of the company rather than themselves.

Leaders solve problems. Leadership entails making difficult decisions, but that only comes after you have solved the problem. The most effective leaders solve problems by sharing information up, down, and across the corporate chain of command because doing so feeds back into diversity of thought above.

 

About the Author

Chris Bilotta

Christopher Bilotta '77, '84, has extensive experience in talent acquisition and management, recruiting, human resources, finance, accounting and systems. His specific expertise lies in providing customized retained search services to corporate clients and career management, coaching and job search assistance to individuals. Chris is a sought after advisor and mentor dedicated to building high performance organizations and helping people realize their professional goals.

He joined Resource Development Company, Inc. (RDC), a privately held Human Resource consulting firm in 1994 and became a co-owner in 2001. He directed and managed the firm’s retained search practice and helped establish the company as one of the top 20 recruiting firms in the Philadelphia area as ranked by the Philadelphia Business Journal Book of Lists.

Chris’ educational background includes a BS in Business Administration with a major in Accounting and MBA from Drexel University. He is licensed as a Certified Public Accountant and recognized as a Certified Professional Résumé Writer.

He has also been a member of Drexel’s LeBow College of Business MBA Career Services Advisory Council since its inception in 2004 and was named the Chair in 2006. In addition, Chris serves on the Board of Trustees for Saint Basil Academy, a Philadelphia area private high school and is a member on the Board of Advisors for two early-stage companies involved in college athletic recruiting and Web site development.

For more of Chris' columns on leadership and management, visit www.rdcinc.com/RDCRetainer.asp. For his columns on job searching, online branding and other topics, visit www.jobmetrx.com/blog/blog.asp.

Issue Archive

March 2010
Silence: The Root Cause of Project Failure

May 2010
The Uncommon Practice of Common Purpose

June 2010
Wise Leaders and Planting Trees

July 2010
10 Steps to Effective Leadership

September 2010
Can You Predict Leadership Failures?

October 2010
Follow the Leader

November 2010
Lead While You Manage

January 2011
Driving Change and Making It Stick

February 2011
Become a Great Leader

March 2011
Using Influence to Get Things Done

May 2011
Execute Your Strategy

June 2011
Three Traits Every CEO Needs

July 2011
Activate Your Entrepreneurial Leadership

August 2011
Turning Around Negative Attitudes

October 2011
Building a Better Top Team

November 2011
Look Beyond Results When Assessing Talent

March 2012
The Four Cs of Effective Leadership

May 2012
The 3rd Alternative

June 2012
Why Top Talent Leaves

July 2012
LeBron's Leadership Lessons

August 2012
What Leaders Do Best

September 2012
5 Leadership Lessons You Won't Learn in B-School

October 2012
Four Traits of Collaborative Leaders

November 2012
Winning the Battle for Talent

January 2013
Leadership as Craftsmanship

February 2013
Developing Leadership Principles

March 2013
Handling Employee Exits

May 2013
Leadership Pitfalls

July 2013
Cultivating Creativity

August 2013
Tune In or Be Tuned Out

September 2013
The Wise Leader

November 2013
Stop Being Nice at Work

December 2013
Quiet Leadership

February 2014
The Leadership Bridge

May 2014
Leadership Rules for the New Normal

June 2014
Ensuring Succession Plans Succeed

August 2014
Making Effective Leadership Decisions

October 2014
Ways Leaders Undervalue Their Employees

January 2015
Choose Your Questions Wisely


alumni@drexel.edu