Profiles of Courage

 

 

Allow me to share three short stories.

1.     My boss, the VP of Sales and Marketing, asked me to do a self-appraisal as part of my annual review.  Upon completion he invited me to lunch and asked for my work.  He quickly read it, initialed it and then asked me what I wanted to eat.  End of discussion.

2.     My boss, the company President, asked that I add the direction of a recent acquisition to my portfolio.  The acquisition was turning out to be a miserable failure and a real embarrassment for him.  After evaluating the management team (the former owners) I recommended their dismissal and the installation of a new team.  The President concurred.  I flew out early to be there for a Monday morning meeting with principals and then the staff announcement.  The President called mid-morning to ask how things had gone. Learning that the meetings unfolded as expected, he invited me to dinner.  I replied that I was 3 time zones away…but he stated that he too had traveled out west ahead of me and was therefore in position to celebrate the decision that he refused to make for three years.

3.     As the Canadian VP, I reported to a US based SVP of North America.  An executive realignment had me report to an International SVP.  Our Canadian business was unlike any of the other foreign divisions and this so intimidated my new boss that he took SEVEN MONTHS before reaching out to introduce himself.

 What’s my point? Simply, the title does not define the person. 

In difficult situations don’t expect a knight on a white horse to magically appear and make everything all right.  Our leaders are human and their weaknesses will be exposed under stress. As a leader, how should you respond?

1.     Never place the leader on a pedestal.  Respect the title; respect the responsibility and respect the person.  But never elevate them to a position which would disappoint you if they failed.

2.     Be the example for others even when that example is not being modeled for you.

3.     Seek mentors for support and strengthen your character by associating with those who are willing to build into you when your circumstances cannot.

4.     Determine for yourself if the failings of your superior are simply human shortcomings in a specific area or if they are indicative of a greater problem that is too toxic for you to accept.

5.     Disney is not writing the script:  no company or person has all the answers.  Sometimes the devil you know is better than the devil you don’t know.  Given that you recognize the areas of failure, how can you react to minimize the impact on your team and on your career?

6.     Finally, where are your weaknesses and what should you be doing to improve and to make a better contribution for your team.

Leadership isn’t easy, but keeping your standards should be.  Build a character that sustains in times of disappointment.

The Contradiction of Sacrifice

 

 

During my career I often heard of and saw others who had made a personal sacrifice for their company.  Most times this related to things like extensive travel; late or early hours (or both); weekends and holidays consumed with things of work.  Their feeling was that this level of sacrificial dedication was a good way of being considered for promotion or deserving of some recognition…particularly financial. 

A standard dictionary definition of sacrifice in this context put it this way.

 “…the surrender of something for the sake of something else…”

Expressed in this manner there is a certain magnanimous aspect to the individual’s efforts.   But that would be the wrong interpretation!

The fact of the matter is that the individual has not sacrificed anything.  Rather, they have made a conscious and self- serving decision.  Use whatever other rationale that may suit you, but the true sacrifice is made not by the individual but by those impacted by their decision.

Whether it is family or friends who lose the opportunity of relationship with the individual, these are those who are truly sacrificing something. 

When someone CHOOSES to throw themselves into their work to the extent that it causes disconnect with those who should otherwise expect this person’s time and attention, then this person has not sacrificed anything.  They are pursuing exactly that which they have chosen.

As a leader, are you justifying time away as a sacrifice you are making?  I submit that you are deluding yourself.  Clearly there are times when work appropriately demands more of you than is otherwise reasonable.  But when that demand is chronic, your choices are a bigger part of the problem.

Don’t pretend that the company is at fault.  Sacrifice only pertains to the relationship between individuals.  A company has no personality and therefore can neither demand nor recognize a sacrifice.

Leaders model behaviour for others.  In a perfect world it should be very much a ‘do as I do’ example.  How do you measure up?  Are you encouraging the sacrificial work ethics of others or are you - by word and by deed – demonstrating balance.

Here’s a quick example of sacrifice.  A former employee was in the middle of a successful career when they approached me to say that they were going to resign.  They felt an urgency to help others and were committing to an NGO for six months of volunteer work in a needy country.  Resignation seemed the only option.

Instead we worked out a leave of absence.  I wanted this individual to both realize the desires of their heart while affording them the opportunity to resume their career. I knew I could not replace and train someone in that period of time, but more importantly I commended their humanity and personal sacrifice. Their example continues to inspire me.

Your personal welfare and the welfare of your team members supersede the welfare of the company.  Be the leader that demonstrates that reality.

Thing Leaders Don't Do

 

Things leaders don’t do!

 

Great leaders:

1.    Don’t settle; they exceed.

2.    Don’t talk as much as they listen.

3.    Don’t hoard; they share.

4.    Don’t belittle; they praise.

5.    Don’t build walls; they open doors.

Outstanding leaders:

1.    Don’t hope for dreams to come true; they make them come true.

2.    Don’t require allegiance; they build loyalty.

3.    Don’t demand respect; they earn it.

4.    Don’t react; they anticipate.

5.    Don’t criticize; they teach.

 

Precious few leaders:

1.    Don’t build legacies; they build leaders.

2.    Don’t hang on; they know when it’s time to leave.

3.    Don’t need recognition; they acknowledge the contributions of others.

4.    Don’t fear diversity; they seek it.

5.    Don’t define themselves by title; but by results.