The Three C’s of Leadership: A Comprehensive Guide to Building Effective Leaders

What are the “Three Cs” of leadership?

The Three Cs of leadership are character, competence and communication.

• Character encompasses integrity, honesty and ethical behavior that commands respect.
• Competence refers to the knowledge, skills and expertise necessary to effectively guide others.
• Communication involves the ability to clearly convey vision, expectations and provide transparent information throughout the organization.

These traits represent a foundational framework for evaluating and developing effective leaders. They work together to create trustworthy, effective leadership that drives organizational success.

Alternative ‘Three Cs’ leadership models

Beyond the traditional character/competence/communication model, several alternative Three Cs frameworks have emerged to address specific leadership needs and contexts.

Competence, character and commitment

General Gustave F. Perna, former Commanding General of the U.S. Army Materiel Command, established a highly influential version of the Three Cs framework through his military leadership experience. After more than 30 years of service and commanding at all levels, Perna identified three non-negotiable traits in leadership: competence, commitment, and character.

• Competence requires leaders to know their business thoroughly. Good leaders surround themselves with technical experts to learn from them continuously. 
• Commitment emphasizes passionate dedication to the team and organization. A leader’s passion and dedication inspires others to maintain high standards even during challenging circumstances.
• Character forms the ethical foundation of leadership. Leaders must exemplify the highest character standards legally, morally and ethically. 

The business world has widely adopted variations of the military’s Three Cs framework, with many organizations emphasizing this model as core leadership pillars. This adaptation translates military leadership principles into corporate environments while maintaining the essential elements that drive effective leadership.

Challenge, confidence and coach model

The challenge, confidence and coach framework focuses on developmental leadership approaches that recognize and nurture potential in team members. This model emphasizes that exceptional leaders must actively develop others through strategic guidance and support.

• Challenge involves recognizing potential in team members and pushing them to aim higher than they might naturally set for themselves. Leaders must identify untapped capabilities and create stretch opportunities that foster growth.
• Confidence requires building belief in others by recognizing their talent, determination and successes. Leaders must actively acknowledge achievements and help team members develop self-assurance in their abilities.
• Coach emphasizes providing ongoing direction, encouragement and feedback to guide development. This involves regular mentoring conversations that help individuals navigate challenges and accelerate their professional growth.

This developmental approach works particularly well in organizations focused on talent development and succession planning, where leaders serve primarily as enablers of others’ success.

Compassion, conviction and courage model

Leadership experts advocate for compassion, conviction and courage as essential characteristics for authentic leadership that addresses both human needs and organizational goals. This model emphasizes values-based leadership that maintains ethical standards while driving results.

• Compassion involves understanding employee experiences and working to alleviate workplace suffering that decreases productivity. Leaders must demonstrate genuine care for their people’s well-being and professional development.
• Conviction requires absolute belief in compassionate leadership principles and acting with unwavering dedication to these values. This means making decisions based on deeply held beliefs about how people should be treated and led.
• Courage enables leaders to make difficult decisions while maintaining their compassionate approach. This includes having tough conversations, addressing poor performance, and standing up for what’s right even when it’s uncomfortable.

This framework particularly resonates in healthcare, social services and mission-driven organizations where human welfare is paramount to organizational success.

Competence, caring and conviction model

General James Mattis advocated for competence, caring and conviction as fundamental leadership elements that build trust and influence. This framework emphasizes that technical excellence must be balanced with genuine concern for people and unwavering principles.

• Caring involves protecting team members under pressure, rewarding excellent performance, and providing honest feedback for improvement. As the saying goes, “nobody cares how much you know until they see how much you care.”
• Competence requires demonstrated expertise and the ability to make sound decisions under pressure. Leaders must earn respect through their knowledge and ability to guide others effectively through complex challenges.
• Conviction means standing firm on principles and values even when facing opposition or difficulty. This involves making decisions based on deeply held beliefs about right and wrong, not just expedience or popularity.

This model works well in high-stakes environments where technical expertise and moral courage are equally important for success and safety.

Credibility, competence and care model

The credibility, competence and care model focuses on influence-building for leaders who must lead without formal authority. This framework emphasizes that sustainable influence develops through demonstrated trustworthiness and genuine investment in others’ success.

• Credibility involves building trust through consistent actions that align with stated values and commitments. Leaders must demonstrate reliability and honesty in all their interactions to establish a foundation for influence.
• Competence requires proven ability to deliver results and provide valuable guidance. Others must see evidence of the leader’s expertise and judgment before they will willingly follow their direction.
• Care emphasizes genuine investment in others’ success and development rather than self-serving motivation. People respond to leaders who clearly want to help them succeed and grow professionally.

This approach proves particularly valuable in matrix organizations, consulting environments, and cross-functional teams where formal authority is limited but results still must be achieved through others.

How to build the Three Cs in yourself and your team

Developing character, competence and communication skills requires dedication and self-awareness. Leadership skills are not innate; they are honed through experience, reflection and practice. Consider the following strategies for building the Three Cs.

Personal development strategies

Strive to improve your leadership qualities through intentional skill development. Emily Walton, founder and coach at Alo Coaching, explained that “experience, reflection and intentional skill development are the best ways to develop the three C’s of leadership”. Walton emphasized raising your hand for opportunities and taking leadership reins when needed to gain valuable experience.

Don’t be afraid to make mistakes. Every leadership journey includes failures and missteps, which provide crucial learning opportunities. Reflect on these experiences, identify areas for improvement, and apply lessons learned going forward to build both competence and character.

Practice intentional self-reflection as a critical component of leadership growth. Leaders should examine their actions, seek feedback, and identify improvement areas. Cindy Kravitz, director of leadership development at Stryker, highlighted that “cultivating authentic leadership is an ongoing practice” requiring constant learning and growth.

“Leaders develop these qualities by seeking feedback, reflecting on their values, and constantly growing and learning,” she said.

Team development approaches

Leading by example can pass these principles onto your broader team, as well. Kravitz emphasized that cultivating the three C’s requires aligning thinking, values and actions. When these elements align, “leaders don’t just achieve results, they create a culture of trust, purpose and lasting impact.”

Create opportunities for leadership emergence. You can identify true leaders by providing workplace opportunities for leadership characteristics to emerge and searching for emotional intelligence skills.

Focus on experience-based learning. Provide team members with challenging assignments, cross-functional projects, and mentoring opportunities to develop competence while building character through real-world application.

Additional leadership characteristics that matter

The Three Cs models above are helpful when identifying strong leaders, but they’re not exhaustive. Here are additional traits to look for when you’re promoting or hiring leaders:

• Collaboration: Management requires working well with direct reports and other department managers. Effective workplace collaboration demands excellent ongoing communication plus appropriate delegation and follow-up.
• Connection: Managers should possess excellent people management skills to maximize team performance and collaborate effectively with executives and departments. In sales and purchasing roles, strong external networks can significantly benefit the company.
• Creativity: This essential leadership trait enables leaders to inspire teams and cultivate innovation environments. Carolina Caro, CEO of Conscious Leadership Partners, emphasized that today’s leaders must be inspirational forces who create environments supporting great work rather than focusing solely on performance and results.
• Credibility: Fostering company trust requires credible leaders who inspire confidence. Avoid hiring people who seem like blowhards, as employees and colleagues will dislike and distrust them. Instead, seek candidates who follow intentions with actions and maintain proven track records.
• Critical thinking: Solving business problems requires analyzing data, identifying solutions, and choosing options with the best potential outcomes. Business leaders need critical thinking skills to evaluate data reliability and breadth while mentally projecting proposed solutions into the future with minimal bias.

How to apply these characteristics to your business

During the employee recruitment process, whether you’re promoting from within or hiring from 

outside, choosing leadership candidates requires great care. Pay attention to these characteristics to ensure you grant authority to the most qualified individuals.

Ask the following interview question to help reveal a potential leader’s character: What are the top three characteristics that define you? Share examples from your life. You can also glean valuable character insights by contacting job references and checking for resume fraud.

Leaders must understand correct job procedures and train new employees effectively. Anyone recruited or promoted into leadership positions must demonstrate excellent knowledge of their proposed management areas.

Every organization member must understand what’s happening on micro and macro levels. If employees perform tasks without knowing their operational impacts, they can become disengaged. Therefore, leaders must communicate employee tasks and roles plus why they’re being asked to perform them. Quality organizations don’t adopt “because I said so” mindsets when employees ask why something is happening. Articulating the “why” gets everyone on board with company plans and direction.

Look for “information generosity” in promotion candidates. If leadership candidates unnecessarily keep work-related information from co-workers now, they’ll likely maintain this approach in higher management roles. Small business owners can’t afford supervisors who are “information hoarders” leaving frontline workers in the dark. All employees should feel like team members, and true teams have all the information needed to understand the business’s big picture and why they perform specific functions.