LEADERSHIP: DEMONSTRATE SUCCESS NOT HUMILITY

When someone commented to Winston Churchill that Clement Atlee was a modest man, he famously replied that Atlee had "much to be modest about." I suspect Churchill (in contrast to gurus like Jim Collins) would find the current fashion for bland CEOs unacceptable. Collins says the best are "humble, self-effacing, diligent and resolute souls." Diligent and resolute sound good to me and my four decades of business involvement say they're needed characteristics. But, humble and self-effacing contradict my experience. Some CEOs cultivate quietness and consultation but that's not the same as being humble or self-effacing. So, what kind of CEO are you; and, is it working? Here are some things to ponder.

In a recent article, The Economist* said "Some of the world's most powerful bosses are striking mainly for their blandness: Sam Palmisano at IBM, Tony Hayward at BP, Terry Leahy at Tesco, Vittorio Colao at Vodafone." The article finds the same issue on the other side of the gender divide. "The women who were profiled in a recent article in the Financial Times about the 'top 50 women in world business' were every bit as adept with the cliché as their male colleagues." Does this matter?

From my experience, board members, senior executives and employees (right down to the frontline) as well as investors want someone with vision, a thrusting determination to bring it alive and willingness to be upfront and visible explaining and encouraging everyone else.

And, this model is not business specific. Sporting teams, symphony musicians, fire-fighters and community volunteers look for the same things. People want to go onto the field or into the market following someone, who's ability, clarity, determination and stamina are beyond doubt. They want to win and win again next week.

Admittedly, some leaders (in business as elsewhere) may seem to go overboard. As The Economist points out "Henry Ford was as close as you can get to being deranged without losing your liberty." But, he changed the world. As have Bill Gates and Steve Jobs - neither being known for their reticence.

So, let me finish with a question: if you asked, what would your colleagues say are the characteristics you need to hone so they're more enthusiastic to follow you? If you can answer that question - and act on it - you'll have something to be proud of. And, unlike Mr Atlee, no need to be modest. As The Economist so neatly puts it: "There is no long-term comparative advantage in being forgettable."

* The cult of the faceless boss, November 12 2009, The Economist

Categories for this Potshot:

Articles from The Economist, Leadership myths, Not-for-profit Potshots, Define goals and outcomes, Push execution and follow-up, Take charge and support others, Communicate key messages, Focus on being the best, Take tough decisions, Excel as a technician, Model stamina and discipline, Create fun and celebration,

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