1. The ability to listen – Immelt is very clear that leaders have to be better listeners. He comments, “This sounds simple … but are we really listening? Do we really engage with people who have different opinions; are we ready and willing to accept critical inputs?”
2. Systems thinking and managing ambiguity – The world is complex Immelt observes and success requires “problem solving, and “connecting the dots.”
3. The ability to move with speed – As organizations become larger momentum can slow to a glacial pace. The solution says Immelt is to “push decision-making down in the organization and delegate more”. Speed also requires trust. But warns Immelt, “trust can only be built on competency.” Without training and development no amount of delegation will be successful.
4. Balancing vision and execution. Leaders must motivate with vision but win through execution observes Immelt. Interestingly rather than charismatic leadership Immelt discuses the need for charismatic vision; a future state people can have an emotional connection to that inspires trust and commitment.
5. Respect – Leaders must like and respect people. They must tell them the truth. What Immelt also says that puts him a cut above other leaders of large-scale enterprises is that, “leaders share a common responsibility to narrow the gap between the weak and the strong.” He concludes, “The residue of the past was an individualistic “win-lose” game. The 21^st century is about building bigger missions with a culture of respect”.

Immelt’s leadership is evolving GE. It also sparked my thinking about the way leaders will have to think and feel differently if they are to build successful teams and businesses in the new Millennia. It’s also interesting to contrast Immelt’s list of leadership attributes with Dan Pink’s ‘A Whole New Mind’ and Howard Gardner’s ‘ ‘Five Minds for the Future’. You can download the complete copy of Immelt’s address here.

One company that has embraced accountability in recent months is GE. The global giant has been putting over 1,000 of its top executives through new training sessions to identify where it went wrong in the lead up to the recession. “It’s about being able to say, “We made mistakes, ”” said Christina Anderson, an executive attending one of the sessions.

How refreshing it is to hear leaders such as Sullivan and Anderson admit culpability and confess they have much to learn.

So how accountable are you? Do you:

• Force people to re-examine critical assumptions?
• Promote thinking, learning and reflection as key business competencies?
• Provide opportunities to learn from success and reflect on failures?
• Consider the moral and ethical consequences of decisions you make?
• Have the humility to take responsibility when things go wrong?

Accountability is job #1 for a leader. It’s a business fundamental many seem to conveniently ignore or forget. Maybe the example provided by the Secret Service and GE might prompt other leaders to reflect on the effect their behavior has on others; do they encourage accountability or instead role model hiding or blaming others as a way out.