“How we go about doing the things we choose to do or are called upon to do is what makes a leader the right leader.” In his book The Right Leader: Selecting Executives Who Fit, author Nat Stoddard (with help from Claire Wyckoff) investigates the complex topic of assuring smooth executive transitions, with their primary focus at the CEO level. When a CEO does not work out for a company — which usually happens within the first 18 months — the primary reason is rarely the individual’s lack of competence; most often the problem is a result of the wrong fit.

The first section of the book focuses on finding executives who “fit” the organization. The author presents a methodology to define, measure and clarify corporate cultures to gain a clear understanding the impact they will have on a new leader’s changes for success or failure. He discusses ways to determine abilities, personality and character and map those to the company’s need and corporate culture. He develops what he calls the “universal character traits of leaders”:

Traits of personal humility: Courage, caring, compassion, respect, acceptance, kindness, optimism, gentleness, teachability and patience. He groups these as ‘private traits’ of leadership.

Traits of professional will: Integrity, persuasion, knowledge, communication, discipline, honesty, self-control, fairness, responsibility and consistency. He dubs these ‘public traits’ of leadership.

Mr. Stoddard shows how leaders not only need to possess these traits, but also keep them in balance.

The author discusses at length the complex selection methods and provides insight into fixing flawed selection processes. He discusses succession planning in detail and provides structure and practice for reducing the risks of leadership failures and ensuring that new executives have the abilities, personalities and energy to match the business needs of the organization.

If you are in the position of vetting candidates for top-level executive positions this book is a must-read. You will gain ideas and insights into finding the right leader for your organization and preparing for the complexities of succession planning. If you are not in this position, you will learn much about what it takes to become the right leader. The book cites many references to the author’s company and consulting services, which at times seems more self-serving than helpful. However, Mr. Stoddard’s experience and frequent metaphors and parables provide readers with much to learn about improving their leadership skills.

A Perl of wisdom: “The ‘right leader’ is always a trusted leader.” Whether you’re a CEO or an intern, you have the opportunity to lead. The efforts you make to become the trusted leader in your organization will pay dividends in the future regardless of the position you hold.