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.

Champion Golfers are like Successful Executives

K.J. Choi won the Players Championship at TPC Sawgrass yesterday, coming from behind to defeat David Toms in a sudden death playoff. Graeme McDowell, who had been leading at the beginning of the day, faltered badly and ended up tied for 33rd.

Watching the tournament on TV was entertaining. The field was very competitive, with numerous pros within reach of the win. The course at TPC Sawgrass is a brutal challenge, laced with water hazards, insidious little pothole bunkers, and dastardly-sloped greens. The elite golfers were not immune to sending balls crashing through foliage or splashing into water. As good as they are, they still succumb to some of the same challenges we have as amateurs.  Don't you just love that? 

The attributes that champion golfers exhibit would serve them well should they decide to make a switch to a corporate boardroom. Perhaps that’s why so much business is done on the golf course…

SKILL IS ESSENTIAL: Some are natural-born golfers/leaders. Everyone has to hone their skills to be successful in the long term.

BE PREPARED: Golfers practice, work with coaches, collaborate with their caddies, and continue to develop their skills between tournaments. Preparation is a key to success in the corporate world. It fosters consistency, stability, and trust.

PERSISTENCE PAYS: K.J. Choi lurked one stroke behind David Toms for much of the final round of the Players Championship. He was in position to take advantage of a misstep by Toms to win the whole tournament. A flash of brilliance rarely wins the day – it takes focus and persistence to be a consistent winner in life.

VISUALIZE YOUR GOAL: If you don’t know where you are going, you won’t know when you get there. Golfers always shoot to a target. Executives must have specific goals.

PLAY BY THE RULES: Golf has an extensive and detailed rule book. You must know and adhere to the rules, or face costly penalties. Some rules in business are less clear, but breaking rules in a corporate environment can get you fired, or even prosecuted and sent to jail. (Ask Raj Rajaratnam.)

MOVE ON FROM MISTAKES: The landscape on a golf course offers many opportunities to make bad shots. A golfer must be able to recover and move on to the next shot and the next hole. Executives make honest mistakes too, and must be able to regroup, learn from their mistakes, and move forward.

STYLE & CHARISMA COUNT: The media was clearly enamored with Graeme McDowell’s ease and charm during interviews. As a result, they treated him kindly when he lost his command of the lead on Sunday. Relationships matter.

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Leaders Need Trusted Advisors Too

Early in our career we need and easily accept direction, advice, and criticism that help us grow and become successful in a work environment. Supervisors and other mentors provide input that shapes our approach to challenges, our ethics, how we relate to colleagues, and what we decide is important. At what point in the development of our career does the need for this type of guidance end? The answer is that it never does. Everyone needs trusted advisors, mentors, and colleagues with whom they can interact and gain perspective – even high-powered leaders. How do executives gain the input they need on an ongoing basis to be successful leaders? Look at how it’s done in American politics. As soon as a new President is elected, they name a Chief of Staff and a Cabinet. These are a group of experts that the President trusts to provide advice, help make the right decisions, and execute a vision in the service of our country. One person just can’t know it all and do it all. Government is/should be a great example of teamwork. In the business world, one of the most important things a leader does is to hire a talented and trusted supporting team. A strong, committed, and diverse executive team that is responsible and accountable for their accomplishments is a critical factor in any leader’s success. Conversely, failure to develop a cohesive and effective team can truly undermine a leader’s position in a corporation. The leader must make tough decisions, and adjust the makeup of his executive team over time to meet the ever-changing demands of the business. Advisors also come in the form of peers within the business. It’s important to develop mutual respect and collaborative working relationships with other executives responsible for segments within the same organization. Frequently, leaders can help each other by providing ideas, guidance, support, and a different perspective. Some celebrities have “Spiritual Advisors” that help them examine their faith and outlook on a life that can easily be skewed by the adulation that comes with fame. Although they certainly wouldn’t put that name to it, leaders do sometimes need help focusing their vision and developing action plans. Confidential confabs with experts and objective thinkers can help executives take leaps forward in their thinking and planning. These special advisors come from networking. They may be former colleagues who have moved on and gained a different perspective. They may be representatives from businesses working in a provider role with the leader’s organization. They may be trusted consultants with whom the leader has forged a productive bond. In the best circumstances, these advisors make the leader more successful by providing ideas, honing plans, playing devil’s advocate, and assisting with some tasks. They play an anonymous role (organizationally) and provide a valuable service. When you reach a point of success and responsibility in your career, you still need trusted advisors; and the sense to consider and accept good advice.