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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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.