Greg Wright: Willpower and humility are needed to be a great leader

As Donald Trump’s bid for the US presidency continues on its improbable course, it seems a good time to step back and consider the qualities required in a truly inspirational leader.

When many Americans watch the bombastic, egotistical Trump, they see a vision of the person they would like to be. But does drive, and a relentless capacity for self-promotion, always go hand in hand with great business acumen and a capacity to act in the best interests of others? I doubt it.

The worlds of business and politics are littered with cautionary tales.

In his book Richard Nixon: Ruin and Recovery, the historian Stephen E Ambrose quotes a poem – Chief Joseph of the Nez Perce – by Robert Penn Warren. In the poem, Chief Joseph initially wants to preserve his honour by continuing the battle with the US cavalry, even though it will destroy his people.

But then Joseph has a flash of insight: “A true chief no self has.” So he sacrifices the opportunity to wage a glorious campaign in order to protect the old, sick and young.

To Ambrose, Richard Nixon was not a true chief because he put himself first. Nixon’s downfall was the product of a selfish mind. In politics, ruthlessness will take you a long way. But it can lead to a chaotic legacy.

The same principles apply in business. Jim Collins, the US-based business consultant, has long argued that great business leaders are an uncommon mix of humility and willpower.

Too many people fall for charismatic renegades, while the finest leaders focus on the company and not themselves. The best leaders have a healthy sense of self worth, but their ego never clouds their thinking. It takes real strength of character to create a global business without allowing it to go to your head. Not everyone will agree with this argument. The likes of Winston Churchill and Brian Clough were hardly shrinking violets, but nobody would question their leadership credentials.

But I believe we can all learn from Collins’ analysis. Collins found that great businesses are often run by people who don’t seek attention. They focus on developing the team around them. When they finally step away, the business keeps motoring. In my experience, the most profitable and sustainable firms are run by people who have no desire to lecture you about their achievements.

Here’s an example. Around the turn of the century, I was a member of a squash ladder in Ilkley. One of my frequent opponents was Alan Duttine, an immensely likeable and humble man. What I didn’t know – because he was too modest to tell me – was that Alan was also a successful businessman, who had been awarded an OBE for his services to industry. He had set up Airedale International Air Conditioning with Peter Midgley in 1974. Over 30 years, they took the firm from nothing to a global organisation with a workforce of 450 and a turnover of more than £38m.

When Alan retired in 2005, Cedric Sloan, the director general of the Federation of Environmental Trade Associations, said: “Alan was selfless with a real sense of duty and responsibility. He devoted his own time and money for the greater good. “

A remarkable life’s work, but Alan never mentioned it whenever we played squash all those years ago. He was just the type of leader that Jim Collins would have raved about. Sadly, Alan passed away last year, but I did have the privilege of writing his obituary for The Yorkshire Post.

In a world where egotists hog the limelight, let us pause, honour and remember Alan and all the other “true chiefs”.