On a basic level, executives, like most people, are motivated by the desire to succeed, to be financially rewarded, to be safe from peril, etc.  On a secondary level most executives are motivated by a desire to direct and influence people.  Frequently, the desire to direct and influence people is in competition with the desire to successfully complete tasks (achieve) and the desire to be respected and appreciated by peers and subordinates (affiliate) .

How an executive negotiates the competition between the needs to direct, achieve, or affiliate is often a greater predictor of success than any other measure of skill or talent.  While it is true that most business leaders have exceptional competence in one or more areas, only individuals who are able to successfully direct and influence others become exceptional leaders. 

The key is understanding the role of a leader.  Contrary to popular opinion, success in a leadership position is not about technical competence or even something like emotional intelligence–both help but are not sufficient to deliver success.  Success in a leadership position is about understanding one’s own motivational priorities, adjusting them to fit the role one is in, and understanding the motivational priorities of peers and subordinates.

Think of a successful executive you know.  How much of his/her success is due to technical expertise, including the technical expertise to understand emotions?  How much success is due to being able to get people to line up and pull toward a common goal?

Andrew Carnegie reportedly wanted to put on his gravestone, “Here lies a man who knew how to put into his service more able men than he was himself.”  He was a tremendous leader.

Intellectus Business Assessments has the tools and the ability to identify the potential of business leaders and help potential leaders resolve the competition between motivational priorities that stand in the way of exceptional performance.