Many years ago I remember a founder in a company we acquired. He was charismatic, bright, forceful and outwardly hero leading his business.

But once we stripped back the layers, we saw toxicity, dysfunction, an unhealthy culture and a failure to spot and get hold of the real issues holding it back.

We’d uncovered a leader without grip – a performative leader who seems to be taking superficially plausible actions. But in reality they’ve not got a true grip on the things that matter to the business.

They prioritise appearance over substance, leading to a creeping deterioration in the company’s growth and longevity. Being good at managing appearances means they can get away with this for a long time, sometimes not being found out until a lot of deeper damage is done.

I’ve realised that being able to project a polished image, deliver well-rehearsed lines and outwardly show bags of confidence is often be mistaken for leadership.

Performative leaders like this surround themselves with people that say yes. They create an echo chamber that insulates them from constructive criticism and alternative perspectives about their business.

Being a leader with grip isn’t a one player game.

Leaders with a true grip on their businesses seek out and value alternative thinking.

They bring together individuals with diverse backgrounds, experiences and viewpoints. They embrace constructive dissent and encourage healthy debate, recognising this leads to better well-informed decisions.

Leaders with grip don’t sit in their office or hide behind their laptop either.

They actively engage with frontline operations, regularly interacting with employees, customers and stakeholders.

This helps give them the deep understanding of the day-to-day realities of the business they need.

Once they’re armed with this perspective, they’re astute in their judgements about which of those realities need their attention.

They connect the dots between now and the future, thinking several steps ahead and then translating this into clear context and direction for the business today.

They live for learning and are open to the new.

They are curious and eager to expand their knowledge. They seek out opportunities for professional development, new perspectives and demonstrate curiosity well beyond their role and their business.

Leaders who have a true grip understand market conditions, customer needs, and industry disruptions as second nature.

Their confidence in this understanding means they’re willing to confidently pivot strategies and approaches. They navigate complex challenges better and grasp emerging opportunities faster.

But don’t mistake grip for control. Leaders with grip don’t overly or directly control.

They can loosen and strengthen their grip according to context. They empower team members and live for a culture of accountability.

They set clear expectations, provide resources and support and hold individuals accountable for delivering results.

Sometimes they know they need to lean in and grip more, while other times they see the signs of a team member thriving and loosen their grip.

Deep down they get the grip leadership paradox: being a leader with ultimate grip is to fully let go.

Creating a thriving team that’s running their business with confidence and competence is the ultimate demonstration of their grip as a leader.