Chapter 3 50 Stars in Seriously Long-Term Innovation Panel 5 7Cs of High FQ Leadership Characteristics + keywords used by respondents to the FQ survey
FQ50 example
Description
1 Challenging values, empathy, passion, purpose
X Prize Foundation demonstrate a strong change orientation page 31
Leaders need a capacity both to scan 360-degree horizons and to focus down like a laser on critically important priorities. They understand the risk posed by the ‘Chasm’ described earlier. They challenge the status quo. They are driven to change the current order. If they are CEOs, they see beyond the bottom line. If politicians, they operate beyond normal electoral cycles. But the critical point is that they take their investors, customers, employees or voters along with them—to the point where they ask for more change, not less.
2 Curious openness, playful, understanding
Janine Benyus remain intensely curious page 28
In times of change, successful—and useful—C-suite members are likely to have a voracious appetite for new ideas, for new conversations and for different ways of doing old things—or new things to be done.
3 Collaborative connected, fusion, generous, networked
Ushahidi experiment with new ways to be collaborative page 30
The recent business bestsellers tell us that success comes from being connected, being collaborative, tapping into society’s “cognitive surplus”—or willingness to contribute to open source methods for developing solutions. Successful leaders are as good on internal collaboration as they are on external forms— and at linking the two.