Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com
Read Leadership – The Fire of the Mind – Part One
There is a second characteristic of enlightened leadership that I would like to highlight. At a recent Potomac Officers Club event, Bob Woodward told a story about a lunch he had with Katharine Graham. The Watergate articles had begun to draw fire from the administration. The Post had, in deciding to back its reporters, put its journalistic reputation on the line. The situation was tense. The two of them sat down to lunch in Mrs. Graham’s private dining room. The first question she asked was “when are we going to learn the truth about what really went on?” As Woodward told it, he answered “probably never”. Katharine Graham looked at him intently and said “don’t ever tell me never”. Bob “left the luncheon a highly motivated man”.
Good leaders have a way of generating large effects with seemingly small efforts. The trust that she had in her people was evident in the Post’s willingness to go to the line for them. But her message was ‘you are capable of turning never into now’. And that they did.
It is important for every CEO to spend time on a regular basis identifying the opportunities for teaching (and learning) such lessons … and thinking honestly about how they either took advantage of, or missed, the chance to kindle a fire. I realize just how difficult such an objective assessment can be but the results can be well worth the effort. First to the benefits:
Three come immediately to mind. First, the review will produce a remembering that is not tainted by the ‘heat of the moment’ … a forthright review of where leadership skills either rose to the occasion or fell short of the need. Done with an openness and affection for human frailties, such an analysis can help a leader grow past their own limitations. Second, the process can result in a re-thinking of attitudes towards various team members. Missed opportunities can often be re-found … fires that should have been fanned can now be tended and nurtured. Third, the review will produce a better leader; more able to manage such opportunities in the future … and a better team.
But this journey can be a difficult one for the egos that sometimes dominate leaders. Admitting mistakes and omissions can be a difficult challenge for most CEOs. A well chosen guide can radically improve the return.
In a wonderful article in the November 2004 issue of the Harvard Business Review, Stratford Sherman and Alyssa Freas describe how executive coaches can improve individual and team effectiveness. I would urge every CEO to read that article and pass it around to their senior team.
It is increasingly common that larger organizations, often under the prodding of their Board of Directors, provide their CEOs and ‘rising stars’ with executive coaches precisely to facilitate the process of leadership growth. From the organizations point of view, providing their key people with mentors makes good sense as it can increase the value of the team member and reduce the chances of a serious, career damaging misstep. From the associates perspective it provides a guide … someone who has ‘been there and done that’ … has made mistakes and learned … knows the difference between what is good and what is excellent. This investment is increasingly seen as a potent way to increase the value of a team member, the probability that key team members will realize their potentials and the overall effectiveness of the team. It is a win-win-win situation.
I marvel at how infrequently CEOs of emerging companies take advantage of this kind of opportunity … both for themselves and for their key people. Not every CEO is ready for an executive coach. Nor is every team. But those who are should consider the option very carefully. As their company grows, they will have to continually re-invent themselves to meet its needs. As they expand their teams, they need to make sure that they unlock the full potential of each member … and kindle the fires that make each a major player in the company’s growth. As they employ a wider range of strategic advisers, they will have to make sure that the team is getting the most out of the advice received and can turn that advice to the advantage of the company. In all of this there is no substitute for gray hairs and long experience.
Those that know the mine fields can run through them … those that don’t are casualties waiting to happen.
© Dr. Earl R. Smith II
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