2 October, 2019 2 2 Comments

Bullies Make Lousy Leaders

October 2, 2019 By 2 Comments

People matter.

Leadership matters.

You can’t have sustained success if you don’t get the right people in the right seats on the bus.

It’s a simple concept, but oh so hard to make happen in the real world where personalities, egos, politics and styles so often clash. And these days it seems that compromise has become a dirty word and so we often end up in an endless cycle of gridlock.

At the heart of conflicts we can usually find a difficult personality—maybe an egomaniac or a narcissist or some other type of charmer.

Sometimes they are dolts and I’m guessing we can all think of a few. And sometimes they are brilliant visionaries or technicians who are wildly talented but fundamentally lacking in emotional intelligence—the most important kind.

What happens next is sadly predictable. Because of their talent or their ego, they are often able to ascend to great heights but they inevitably crash and burn because their deficiencies in dealing with other people eventually become a fatal flaw.

Unfortunately, they often leave a whole lot of damage in their wake.

I was thinking about this phenomena last week when I read a slew of stories about the rise and fall of We Work founder Adam Neumann who only days ago was riding high atop the world’s most valuable start-up only to see the value of his vision plummet and to have the very people who threw money at him take him out.

Why?
 Because Mr. Neumann– clearly a genius on so many levels–flew too close to the sun. He talked about being president of the world (not making that up), engaged in questionable self-dealing with his own company and smoked marijuana on planes which annoyed pilots and unnerved investors.

And then it ended, before his company could launch its long awaited IPO. Oh and they lost billions in value along the way.

A similar fate befell the egotistical founder of Uber, countless politicians at all levels of government and to some extent Steve Jobs, the legendary Apple founder who was bounced from his own company before becoming the rare (somewhat) humbled egomaniac to come back and have a successful second act.

The problem is these types of personality types leave a ton of damage in their wake.

The key is to try and recognize these types and prevent them from getting into positions where they blow up people, cultures and institutions.

The challenge in stopping them is significant because their swagger, sense of entitlement and boundless self-confidence often lands them coveted positions. In America, we have this myth of the white knight that will show up and solve all of our problems. Yes, talented leaders can help to solve a host of issues, but (and this is a big but) nobody can do it alone.

You can’t run Uber or We Work by yourself, you can’t lead a city by yourself and you can’t lead a nation by yourself either.

You need a team of empowered people who work well together, trust each other, root for one another and believe passionately in the mission. And you need a leader who shares credit and is willing to take responsibility when the going gets rough and it always gets rough. There’s no such thing as an overnight success, you need troops and troops won’t follow an egomaniac, a bully or a narcissist forever.

The egotist may get far, but he or she won’t last. The behavior gets old. At first, it happens slowly, then all at once.

We Work’s Neumann was the charming rogue before his indulgences sunk him. Uber’s Travis Kalanick was the maverick who delighted in putting a thumb in your eye before his over the top “bro” culture saw him bounced from his creation and we’ve all seen politicians whose hubris (fatal arrogance) cost them elections and in some cases their freedom.

It never ends with a parade and when these beauties leave they are never remembered fondly.

The truth about real leaders is that they make you feel safe when they are there, they inspire people to do more, be more and they plant seeds that blossom long after they leave. They develop others who carry the mission further.

This is not an argument against disruption, we need innovators who can show us a better way. But too often disruption means destroying institutions that matter. We risk a lot when we start to pull threads without stopping to think why those threads were sewn in the first place.

It’s not a choice between disruption and stewardship—you can do both. You can innovate and make sure to take care of the organization you’ve been tasked to lead.

You can be a disruptive bully or a servant leader. But you can’t be both.

One style works and leads to transformational and positive change, the other style leads to failure. History never remembers the bullies with affection.

 

 

 

 

10 July, 2017 2 2 Comments

10 Signs of a Great Organization

July 10, 2017 By 2 Comments

You need a north star.

Inc. magazine recently printed 10 signs of greatness in a company.

I thought the list was spot on—and that the traits of a great company also translate to a great non-profit, school, organization or City Hall.

Here’s the Inc. list with a few comments from a guy (that would be me) who has worked and volunteered in great places, good places and horrendous places over the past 31 years.

  1. Everyone is having fun—Inc. calls fun the “ultimate entry point for greatness.” I agree. And isn’t that a great sentiment? Fun environments are freeing, creative, productive, entrepreneurial and almost always successful. Fun attracts and retains talent, investment and ideas. “Without a sense of fun and creativity, forget ever achieving any level of greatness. To be great, you have to be a beacon.”
  2. No one is pedantic—Inc.’s John Brandon believes pedantry kills all progress and creativity. “When everyone acts like they know everything, when they are slavishly devoted to rules and when they are fussy, finicky, strict and overly fastidious, then nothing good will happen,” according to the magazine. A good point—flexibility and a willingness to experiment (and fail) enables greatness to occur.
  3. Empathy Abounds—Brandon defines empathy as an ability to see another point of view. “I’m going to help you, you’re going to help me,” he writes. “That’s called teamwork.”So take a look at your organization. Is there infighting? Do people work together, or work to undermine each other? Do key organizations and partners feel supported or neglected and or put upon?
  4. Expectations are Crystal Clear to Everyone—When bosses hoard information it breeds distrust and leads to everyone shooting in the dark. When you have a north star, or “true north” as author Bill George calls it, it enables people to focus. It also allows for true accountability versus a culture of random punishment. Goals should not be a well-kept secret. Stakeholders need to know the end game in order to have buy in to the organization.
  5. Grace is Prevalent—What if you fall short of your goals? Showing grace instead of a demeaning, belittling attitude is what makes a company great. “Grace is a license to fail,” says Inc.’s Brandon. But it’s not an excuse, it’s also a license to try new things, work hard and stick around. A culture of criticism kills momentum, instills fear and kills progress. “A culture of grace, encouragement, understanding and excitement will turn any organization into a giant,” says Brandon.
  6. Roles are Clearly Defined—In dysfunctional organizations, people often don’t know what they’re doing or where they fit in the big picture. This type of culture creates organizational anxiety. Employees need to be empowered not stifled.
  7. Everyone sees and rewards hard work—When companies treat employees like cattle that need to be silenced, cowed (no pun intended) and herded you will surely fail. If hard work and success are celebrated, you will succeed and learn.
  8. Every Employee is Happy—Happy employees create dynamic environments, according to Inc. An unhappy group ensures your enterprise will sink.
  9. Mentoring is more important than performance—“Being beaten into submission by an angry boss won’t work; mentoring will,” writes Brandon. “A great company is one where the most important knowledge is handed down from one employee to the next in a way that’s built on the foundation of individual relationships.” To this I would add to beware of the narcissistic “leader” who only feels good when he disparages everyone else. How do you tell if you are dealing with a narcissist? Here’s one tell-tale sign: If it’s not their idea, they aren’t interested. Narcissists in powerful positions will topple your enterprise faster than you can read this sentence.
  10. There’s a great leader—“Behind every great company is a great leader,” says Brandon. “A great leader has an attitude that generates enthusiasm and happiness among the staff. It’s contagious.” Meanwhile, corrosive leadership destroys any and all progress or chances for success.