|
Shorts: Jekyll & Hyde of Leadership
|
Andrea Corney
|
Sep 21, 2001 10:45 PDT
|
Welcome to the combined August/September issue of Management Shorts
Written by Andrea Corney (ACor-@acorn-od.com)
Published by Acorn Consulting (www.acorn-od.com)
This is an opt-in newsletter.
To subscribe, send a blank e-mail to shorts-s-@topica.com
Unsubscribe instructions are at the end of every newsletter.
***********************************
I wrote this newsletter several weeks ago, but have felt odd about sending it
out after the attacks last week. I send it now as part of the effort we are
all making to honor the dead by being productive in our work. My heartfelt
condolences to any of you who were personally impacted.
IN THIS ISSUE
1. INTRODUCTION: Jekyll and Hyde of Leadership
2. MANAGEMENT SHORT: Narcissism vs. Humility
3. FOR THOSE WHO WANT MORE: Source Articles from Harvard Business Review
(HBR)
4. A FINAL WORD: Who's Right?
**********
1. INTRODUCTION: Jekyll and Hyde of Leadership
A colleague who has worked with start-ups for many years recently told me
that she's found that the most successful start-ups have wildly dysfunctional
management teams. The companies with rational, personable leadership just
never got the same "pop" in valuation. Dr. Jekyll is a pleasure to work with
on a daily basis, but Mr. Hyde is so much more exciting.
Two recent articles in Harvard Business Review (HBR) make separate cases for
the Jekyll and Hyde of leadership role models. They weren't written as
companion pieces, but I keep finding myself imagining a lively debate between
the authors.
This double issue of Management Shorts summarizes these two articles and
compares the contrasting points of view.
**********
2. MANAGEMENT SHORT: Narcissism vs. Humility
Lets start with Mr. Hyde . . . .
NARCISSISTIC LEADERS
"Narcissistic Leaders: The Incredible Pros, the Inevitable Cons" by Michael
Maccoby
What's the difference between Larry Ellison and God?
God doesn't believe he is Larry Ellison.
The author, Michael Macoby is a psychoanalyst and management consultant who
uses Freudian personality theory as a frame for understanding some of the
great visionary leaders in the current business environment. The narcissist
is driven by the need for power and glory. The other two personality types
in Freudian theory are the obsessive -- driven by the need for perfection,
self-reliance and constant improvement -- and the erotic personality --
driven by the need to love and be loved (Freud wasn't referring to sexuality
with this label).
The narcissist is charismatic, visionary, competitive, risk taking, and a
very creative strategist. At their best, narcissistic leaders emerge in
times of discontinuous change to inspire others and create new futures. Not
surprisingly, the examples offered in the article are mostly high tech
leaders -- Andy Grove, Bill Gates, Steve Jobs, Larry Ellison and Jeff Bezos.
Looking at that list it is not hard to guess what the dark side of narcissism
might be: Grandiosity, arrogance, poor listening, fits of rage, intolerance
of dissent, surprising level insecurity, lack of empathy for others, and
ruthlessness. The very characteristics that make narcissists exceptional
leaders can also be the source of their (and their company's)
self-destruction. The more successful they become, the more they are
convinced of the infallibility of their vision and the less they listen to
other views, leading them to take huge risks while underestimating the costs.
They can take a company down in flames as quickly as they create it. (Or
destroy their own legacy in the belief that the rules for other mortals don't
apply to them -- are you listening, Bill Clinton?)
The author makes a distinction between productive and unproductive
narcissists. The productive ones have a few safeguards to keep themselves
rooted in reality. The most common one is to have a trusted sidekick. This
is someone that the leader can fully trust to understand his vision and
always be on his side. That trust makes him willing to listen to his
sidekick and be open to new ideas (as long as they serve the narcissist's
interests and are in line with the high level vision). The sidekick is often
very good at the operational side of implementing the leader's vision.
Examples of effective sidekicks are Steve Ballmer at Microsoft and Ray Lane
at Oracle (okay, the article was written before Ray left).
Another suggested safe guard is therapy or other methods of increasing
self-awareness, something that most narcissists would NEVER do. They're
interested in controlling others, not in improving themselves (they don't
need improvement). Those who do take the time for self-reflection, tend to
be among the most productive of narcissists.
In spite of their flaws, narcissistic leaders are often a necessity in times
of chaos and discontinuous change -- at those times companies need leaders
who are focused on creating the future, not just anticipating it. The trick
is to manage the destructive tendencies while reaping the benefits of the
vision and drive.
And now for Dr. Jekyll . . .
LEVEL 5 LEADERSHIP
"Level 5 Leadership: The Triumph of Humility and Fierce Resolve" by Jim
Collins
Jim Collins, the author of the second article starts from a very different
perspective. His research looked at companies that had made a dramatic turn
around from below market performance to above market performance AND were
able to sustain that improved performance over at least 15 years.
The research team was looking for the factors that explained this level of
performance -- they weren't specifically focused on leadership and even had a
bias against the great man theory of history. Yet they still came to the
conclusion that one of the variables with the highest explanatory power was
what they called Level 5 Leadership.
Level 5 Leadership is in some ways the complete inverse of the narcissistic
leader. The Level 5 leader has a "fierce resolve" and tenacity that is
similar to the competitive drive of the narcissistic leader, but the Level 5
leader is also described as personally humble, even shy and awkward. The
examples offered are men with much lower profiles than the high flying
narcissistic leaders. Have you heard of Darwin Smith, CEO of Kimberly-Clark?
Colman Mickler of Gillette? George Cain of Abbott Laboratories? Charles
"Cork" Walgreen III of Walgreens? What about Alan Wurtzel of Circuit City?
In some ways, the article continues some of the themes of Collin's first book
(with co-author, Jerry Porras), "Built to Last". In the long run, a
charismatic leader is a negative. Great companies are built by leaders who
want to build something larger than themselves and set high standards. They
inspire through their values and their ability to produce results, not
through their personality.
Collins uses the metaphor of a window and a mirror. Level 5 leaders look in
the mirror when doling out blame and look out the window when giving credit.
When asked why they are successful these leaders credit others or good luck,
never themselves; and they never blame others or bad luck when things go
wrong.
In many ways the Level 5 Leader fits the description of the yiddish term
"mensch" -- a person of deep integrity and ethic of service to others who can
be counted on in the most difficult times.
**********
3. FOR THOSE WHO WANT MORE: Source Articles from Harvard Business Review
(HBR)
I highly recommend the source articles. Both are well-written and thought
provoking. My summaries just scratch the surface.
"Narcissistic Leaders: The Incredible Pros, the Inevitable Cons" by Michael
Maccoby
http://www.hbsp.harvard.edu/hbsp/prod_detail.asp?5904
Offers excellent advice on how to survive when you work for a narcissistic
boss.
"Level 5 Leadership: The Triumph of Humility and Fierce Resolve" by Jim
Collins
http://www.hbsp.harvard.edu/hbsp/prod_detail.asp?R0101D
Includes a discussion of the other factors in addition to Level 5 leadership
that are important in sustaining high performance over many years.
**********
4. A FINAL WORD: Who's Right?
So what do we do with these two different views of leadership excellence?
Are people like Larry Ellison and Bill Gates successful because of their
egomaniacal personalities, or in spite of them? Should CEOs model themselves
on Steve Jobs or on Bill Hewlett and Dave Packard?
You could argue that different circumstances require different types of
leadership. Maccoby focuses on high tech leaders who ushered in new
technologies and business models. Collins looks at "old economy" companies
that were focused on execution rather than creating new paradigms.
What does this say for the current state of the "new economy"? Is it time
for a shift from Narcissist to Level 5?
Let me know what you think. I'll summarize subscriber views in future issues
of Management Shorts
**********
Please forward this newsletter to friends and colleagues who care about
being, choosing, or investing in great leaders.
As always I welcome your feedback on this newsletter as well as requests for
future topics.
**********
This past Monday was the start of the Jewish New Year, a time of
self-reflection, atonement and recommitment to having a positive impact on
our family, community and the larger world. I extend to all of you one of
the traditional greetings of these high holy days: "May you be inscribed in
the book of life!"
Warm regards,
Andrea
**********
About Management Shorts
**********
Management Shorts is a free monthly newsletter on strategic planning,
leadership, management and team work. Each issue brings you a short and
practical tool or idea that you can put into practice immediately.
Copyright 2001, Acorn Consulting
Forward this newsletter to friends and colleagues. You may reprint this
newsletter in whole or quote with attribution to Andrea Corney and Acorn
Consulting.
Back issues are available at http://www.topica.com/lists/shorts/read
To subscribe: send a blank e-mail to shorts-s-@topica.com
To unsubscribe: send a blank e-mail to shorts-un-@topica.com
**********
About Acorn Consulting
**********
Acorn Consulting works with management teams that are struggling to get
traction on strategic planning and other complex issues. To learn more about
our services visit our web site at www.acorn-od.com
Acorn Consulting
"Helping Management Teams Get Traction on the Critical Issues"
www.acorn-od.com
in-@acorn-od.com
(650) 329-8923
|
|
 |
|
