LEADERSHIP: BEWARE SELF-DELUSION

Published: 2009-09-28   please add a comment below

Half a dozen times in the last 20 years, I've worked with a CEO, who'd completely lost touch with reality.  In discussing strategy, they believed themselves as informed and proficient as they'd been in their prime.  Whether talking about customers, markets, technology or staffing, they knew it all - and, worse, felt no-one was ready to succeed them.  But, in each case, their colleagues (particularly their immediate team) saw the fading powers - and the growing self-delusion.  So, how would your team rate you on objectivity versus conceit?  Are you honest about your strengths and weaknesses - and your use-by date?  Here are six check-points.

• Business drivers: would your team say you understand the industry success-factors for the next leg of the business cycle?  What are they?
• Execution: do you still drive the business plan with the same vigour as five years ago?  Or are you keener on chairing meetings and representational roles?
• Winning: would people say you're committed to leading the way into new markets, or more concerned to protect reputation in old ones?  Which ones?
• Excellence: would competitors say you still know what's best-in-class and could contribute to your organisation achieving it?  Do people still turn to you for insights?
• Engagement: do you know which people in the business are really valuable - and who's not?  Do you spend time with the best?  Or, more with politicians and committees?
• Rethink: are you at the front edge of the long-term reinvention of the organisation - or resisting it?  Do people test their ideas on you; or, avoid your perceived nay-saying?

We're all somewhat deluded.  When young, we think we know more than we do.  And, when old (notwithstanding experience), we again know less than we think.  I get signals daily that remind me of my slowing memory, lack of technical knowledge and reduced stamina.  But, if I'm honest (and open about it) with myself and others, we get on fine.  Colleagues can then value what remains of my strengths and forgive (and compensate) for what's missing.

What destroys enterprises (and their people, particularly successors) is self-protective arrogance.  A leader claiming knowledge, capability and insight ungrounded in reality.  This leads to decisions (re appointments, products, investments and other business activities) that are protective (often self-protective) rather than forward looking.  Personally rather than commercially driven.  Over time, this leads colleagues to disengage, move on or exercise passive resistance - undermining the business.  Or, like true revolutionaries, rise up and dethrone the king.  In two cases I've seen, that's exactly what happened.

So, take an hour and think through where you stand today.  And, more importantly, what colleagues need from you if the business (and they) are going to thrive.  Our V|E|C|T|O|R Leadership® Action Planning tool is a good place to start.  But, only if you're serious.  It's a complete waste of time for anyone, who's self-deluding.

Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership^®