Why leaders should stop shooting for flawless
‘Tis the season of perfection, from holiday party outfits to New Year’s resolutions. But while it might be tempting to spend hours fretting over flaws, it’s our imperfections that just might make us the best leaders we can be. Take the model senior executive as an example. Companies invest millions trying to round out potential leaders, so when it’s time to promote they’ll have a talent pool with a wide range of well-developed leadership competencies. Now new data suggest that may not be the best way to grow the bottom line. This article in the Ivey Business Journal shows how individuals who are extraordinary in some areas but lacking in others may have a greater impact on corporate performance. Perhaps it’s time to rethink how we select and develop senior leadership talent.
Tech leaders tout the importance of failure all the time, but rarely on a personal level. I was struck by this quote from Marin Alsop, the first woman to be appointed conductor of a major American orchestra: “When you’re not offered the opportunity to fail, it really inhibits your ability to succeed.” It brilliantly captures one of the key challenges pioneers face. If you are the only woman, the only African-American, the only Muslim, and you fail, your shortcoming is seen as a failure of your whole group, not just you. The pressure to get everything right is enormous – and ultimately impossible. People learn and grow from our failures, and businesses have to provide that opportunity to people who represent groups who are new to power.
Businesses also need to make room for employees to use their differences to push back against the tide. A colleague recently introduced me to the Abilene paradox — when the majority of a group disagrees with the direction it’s heading, but no one speaks up. Each group member may even verbally agree with the decision while privately doubting it’s right. To ensure that our teams are not sabotaged by this dynamic, it's important to take time to solicit the opinions of each group member and not “rush to consensus.” But even more important is to create a climate where it is safe to dissent or challenge the group’s direction. When people agree because they are too timid to speak up, you end up going to Abilene when no one really wanted to make that trip.
We can’t do it all. It seems to me that the main developmental task of adulthood is figuring out what’s important and focusing your energy on that. This is especially crucial if you are a senior business leader, because the demands on your energy and attention are very heavy. So I was delighted to come across a quote from the brilliant management consultant, Pete Drucker, who advised that the first job of a leader is to “take charge of your own energy and then help orchestrate the energy of those around you.” Note the sequence – a true leader manages him/herself first before trying to lead others. Something to think about as we make those resolutions.
