Corner Office, Interview with Paul Maritz, president and C.E.O. of the software firm VMware; New York Times, 10/3/10

Adam Bryant, Corner Office, New York Times; Interview with Paul Maritz, president and C.E.O. of the software firm VMware: Does Your Team Have the Four Essential Types?:

"Q. What are some other leadership lessons?

A. One of the things I’ve learned over the years is that there is no such thing as a perfect leader. If you look at successful groups, inevitably there’s an amalgam of personalities that really enable the group to function at a high level.

Q. And what are they?

A. At the risk of oversimplifying, I think that in any great leadership team, you find at least four personalities, and you never find all four of those personalities in a single person.

You need to have somebody who is a strategist or visionary, who sets the goals for where the organization needs to go.

You need to have somebody who is the classic manager — somebody who takes care of the organization, in terms of making sure that everybody knows what they need to do and making sure that tasks are broken up into manageable actions and how they’re going to be measured.

You need a champion for the customer, because you are trying to translate your product into something that customers are going to pay for. So it’s important to have somebody who empathizes and understands how customers will see it. I’ve seen many endeavors fail because people weren’t able to connect the strategy to the way the customers would see the issue.

Then, lastly, you need the enforcer. You need somebody who says: “We’ve stared at this issue long enough. We’re not going to stare at it anymore. We’re going to do something about it. We’re going to make a decision. We’re going to deal with whatever conflict we have.”

You very rarely find more than two of those personalities in one person. I’ve never seen it. And really great teams are where you have a group of people who provide those functions and who respect each other and, equally importantly, both know who they are and who they are not. Often, I’ve seen people get into trouble when they think they’re the strategist and they’re not, or they think they’re the decision maker and they’re not."

http://www.nytimes.com/2010/10/03/business/03corner.html?_r=1&scp=2&sq=corner%20office&st=cse