Are leaders born, made or just good corporate game players?

Corporate leadership isn’t a clean-cut meritocracy…it can somewhat feel like a gladiatorial arena where only the fittest survive. Industry heavyweight David Gee, Advisor at JS Careers, Bain & Company and Emertel pulls up on what it *really* takes to scale the corporate ladder, debunking myths and exposing uncomfortable truths along the way.

Forget degrees, it’s all about your DNA.

“Some point, when you’re interviewing for a CISO, you’re not looking back at the degree," Gee declares. "You’re looking for international experiences, the ability to drive change, and boardroom swagger.”

Foundational skills are just the starting point. What really counts? Being the ‘painkiller’ who tackles the organisation’s throbbing headaches, not the second tier ‘vitamin’ who just makes things a little nicer.

The conundrum around the office survival of the fittest and managers vs. leaders debate.

Only a smaller percent of people in an organisation are ‘true leaders’ willing to transform and take the hard hits, according to Gee. The rest…

"They're just sitting on the bus, waiting for someone to drive them somewhere."

Is your boss quietly clinging on for dear life, ducking responsibility, and keeping their head below the parapet?

The hidden power of playing ‘the game’ – Gee references the Machiavellian underbelly of office politics.

“There are people in every business who play by different rules and get away with it. Sometimes, they get promoted not for their brilliance, but because they’re loyal to the right person, or… because they’re a 'muppet' who won’t rock the boat.”

Behind every boardroom door, there’s someone pulling strings to make sure the biggest threat to their throne never gets a chance to shine.

The brilliant but ‘difficult’ maverick gets pushed out in the next restructure, while the affable under performer hangs on. And then you sit back and think… how did that happen?

Gee confirms what many have long suspected, climbing the corporate ladder is as much about social acumen as technical skill.

“Early in your career, you build up skills and knowledge. But for the people who succeed for the right reasons, it comes down to your experience and behaviour… how you act when nobody’s watching.”

Radical leaders polarise and often win. Gee compares the Australian and American style corporate politics arena.

“Americans are all about personality, not integrity. Australians are the opposite.”

When there are many fence-sitters, sometimes the only way to win is to be polarising and to be bold.

For those hoping to coast by on ‘just enough’, is not enough. Leaders start by offering trust, but demand results.

“If I see someone’s not delivering, I’ll start asking questions…quickly.” Gee stresses it’s about pushing people to operate at their best.”

Gee went on to say,

“Some days we’re good, some we’re not… How do you as a leader elevate people so they feel comfortable out of their comfort zone, but never let the rubber band snap?”

Are you a painkiller, or just another vitamin?