BOOK EXCERPTS...

* ON LEADERSHIP "LANGUAGE"

What were once widely understood meanings of words very relevant to leadership are often now gutted to the point that their only relevance is that they would be conspicuous by their absence. These include “values”, “ethics”, “innovation” and “strategy”. Mention of these buzzwords by a CEO creates an appearance of knowledge of them and even implementation of them. Frequently, this is simply jargon that is being given lip service. These words have been recognized and embraced by CEO’s because if uttered with authority and confidence, they are useful shields to fend off critics and close inspection of work. On the other hand, ask them to create and act on a strategic vision or implement a business wide innovation process and many would rather have their head shaved with a cheese grater.

* ON THE ABSENCE OF CORPORATE VIRTUES AND VALUES

In our country the foundational virtues in our belief system that set the boundaries for what was acceptable and unacceptable were internalized. These included honor, integrity, dignity, self-respect, humility and trustworthiness. These were fixed and served to self-police every individual. There were internal (shame and guilt) as well as external consequences for violators. Not only do I feel that these virtues have been minimized in corporate America, I’m not sure they even exist. And no amount of audits, laws and regulations will fill that void or prevent the inevitable consequences.

“Talent and character emerge not when you decide what you are willing to do. They emerge when you decide what – under any circumstances – you are absolutely not willing to do” … Rande Somma

* ON METHODOLOGY AND LOST PRIORITIES

When I took over North American Operations for Johnson Controls Automotive, I quickly learned – and still believe to this day – that there was so much more importance in how things were accomplished than the accomplishment itself. That may be a difficult concept to grasp. I am not saying that the results are not important. I am saying that the method of how you achieve them is also important. Actually, more important.

While corporate success and leadership competency are intimately intertwined in corporate America, tendencies to “grey out” the ingredients that go into the recipe for an accomplished leader have become too common. Because in the current system, the only measurable – and therefore dominate – outcome of corporate success is defined by hard numbers in the short- term profit margin. All the other more subtle or intangible leadership criteria – including strong ethical values – that do not have a line item on the spreadsheet have lost priority.

* ON LACK OF TRANSPARENCY FROM LEADERS

I have grown cynical. I hear what everyone else hears, but I’ve been in those meetings in the board rooms and I know what I know. So now when a leader presents their story, I start by not trusting it because I think it is likely that I am not getting all the facts, just the ones they want me to receive.

If you love a restaurant and want to keep eating there, you should probably avoid taking an unannounced tour of the kitchen.





Image Credit: Pixabay.com