Beware of Icons

The word icon is from the Greek εἰκών, meaning “image”.  One of the dictionary definitions is, “an object of uncritical devotion”.  We throw this designation around quite a bit, although it is often used with a qualifier.  Ronald Reagan has been called a “Republican Icon”, Hitler was an “Icon of Evil”, and Marilyn Monroe has been tagged a “Cultural Icon”.  Tiger Woods is referred to as an “Icon of Golf”, Kenneth Lay became the “Enron Icon”, and now, of course, Steve Jobs goes into the afterlife as an “iCon”. 

Icon is a hefty moniker for any living person to bear.  It carries a connotation of historical significance.  How can anyone be referred to as an icon and not succumb to the risk of developing a dangerous ego and delusions of grandeur?

Now we come to Joe Paterno, “Icon of College Football”, and arguably the most powerful and popular person at Penn State University.  Paterno fell far and hard from his pedestal last week, when he was implicated in the Sandusky child sexual molestation scandal in Happy Valley.  Paterno failed to follow through and act decisively to assure the safety of children brought into the Penn State athletic facilities, or to do what he could to block the actions of a predator that he counted as a friend.  Why he failed so miserably to do his duty may never be understood.  If you are inclined to defend JoPa, read the 23-page Grand Jury Report and get back to me.

There are lessons to be learned from this tragedy, and I pray they will be learned.  By definition, icons reach a point where they escape reasonable criticism.  In an organizational environment this means that the icon’s followers and beneficiaries have imbibed the Kool-Aid and are feeling the euphoric effects.  They don’t question decisions.  Followers do what they are told, to protect the icon and the surrounding institution.  They seek approval.  No one wants Nirvana to be disrupted.  Everyone is in La-La Land.

At the end of the day, and your career, you need to be able to know that you spoke up and fought for your principles and values.  Someday you might have to take on an icon to make things right.  I bet McQueary wishes he had.

Tough Love

Courage in leadership is a trait I admire. It's very powerful when leaders make difficult decisions with love.

There's a new Sheriff in town in Chicago, my adopted city.  Well, not really a Sheriff - a Mayor.  Rahm Emanuel took the Mayoral Oath of Office on May 16th, 2011.  His Honor clearly loves this city and wants it to be a fantastic place to live and work.  At the same time, he recognizes the issues that have been festering and has the courage to tackle those that threaten our future.  Within his first 6 months as Mayor, he has tussled with the city worker's union and the teacher's union.  He has taken 500 police out from behind desks and put them back on the streets To Serve And Protect.  Rahm's recent budget proposal includes necessary "haircuts" and fee increases required to improve an infrastructure over a hundred years old. He takes public transportation to City Hall and insists that city workers use it too instead of claiming mileage on their expense reports.  He cancelled corporate credit cards en masse when rampant misuse was uncovered.  I admire the practical and passionate approach Rahm is bringing to Chicago politics.  Not everyone is a fan of the decisions he is making, but it's hard to argue with his logic and goals.  We are a metropolis that needs his tough love.

Imagine what could be accomplished if more corporate leaders brought tough love to their work.  Many have the "tough" part of the equation down pat.  It's the balance with "love" that is often lacking.  Love for the future of an institution...love for the people that make it successful...love for what is to be accomplished.  When difficult decisions are made and communication to constituents is cloaked in legalese, PR-speak, and marketing yip-yip, you have to question motives and desired outcomes. What is there to hide? 

Too many corporate executives are motivated by short term goals and long term personal incentives.  It takes courage and toughness and love to be profitable and ethical in business - not just in public service.

Courage in the Face of Adversity

Politicians are finally showing some courage and addressing challenges critical to the well-being of our country, individual states, and constituents. From health care to Social Security, union entitlements to gross budget deficits – it’s time to make tough decisions about our collective future. I applaud the leaders willing to tackle unpopular issues that have been festering for a long, long time.

Corporate executives are also challenged with adversity, in the form of competitors, pressure to be innovative and profitable, rising costs, the imperative to grow or die, and the expectations of employees. Courageous leaders build strategies to face their issues. They make difficult decisions that aren’t popular with everyone, but that they deem best for the overall success of the corporation. The best leaders also communicate their strategies, plans, and actions so that motivation, reasons, and expected results are well understood.

Courage is required at all levels of an organization. Adversity may be concrete or perceived, but how a leader responds is a test of true management capabilities…

LB is an executive with a large corporation that is winding down an organizational transformation. He squirms as he gives a pink slip to his administrative assistant, bemoaning the pressure he has been under to streamline his department. LB is a cowardly leader.

DB has the unwelcome task of outsourcing most positions in his department, eliminating scores of internal positions. When the strategic decision is made, it is clearly communicated to the team well in advance of the layoffs. All employees receive timely letters detailing their termination benefits, and have individual exit interviews. During the dismantling of the department, DB has an open door policy, and spends many hours in informal counseling sessions that provide some comfort. DB is a courageous leader.

JH’s management team is less than a well-oiled machine. They are a collection of individuals, who do not support their leader well. Some meet their strategic goals, and some do not. JH is frustrated by the dynamics, yet he is not honest about his disappointment, nor does he deal with the situation by holding the individuals accountable for their performance. The leadership dysfunction affects the morale of the entire department. JH is a cowardly leader.

How do you face adversity in your corporation? Be a courageous leader.