A Leader's Conundrum - How much expertise should we bring?
The Leader's Conundrum
How much expertise should I bring into where I lead?
Being from the Southwestern part of Ohio, I was practically born with a #14, Cincinnati Reds jersey. Naturally, this made me a lifelong Pete Rose fan. Pete had many accolades including the most hits of all time, often called "The Hit King." The country hailed him as the ultimate baseball player for most of the 1960s, 70s, and 80s.
In the mid-1980s, Pete became a rare combination of a Player and a Coach. Playing first base and making all the decisions is quite the feat. Moreover, the fact that Pete had been arguably the best player throughout his 23-year career made it even more curious as to how Pete would lead his team.
During each of the four full seasons that Rose was the Player/Coach, the Reds only managed to take second place. They consistently under-performed despite having a very strong roster. After Pete was fired mid-season in 1989 for betting on baseball, the very next year, the Reds finally went on to win the World Series and were in first place every day of the season. On top of that, out from under Pete's leadership, they swept the Oakland A's who were thought to be far superior to the Reds.
The challenge leaders face when they are the biggest brain (the most successful, most competent, and most experienced) is they can squelch the maximum potential of their team. These leaders may struggle because the team believes that the leader has all the answers and that the leader only desires everyone else to execute precisely the way the leader would. This can impede success because it does not invite collaboration.
We know our leadership casts a long shadow. Reflect -- if someone asks a question, and I am in the room, does everyone look to me for the answer before saying a word (more often than not)? Chances are you are not getting the best team performance that comes from an "IQ compounding", as my friend David Ridley, founder of Invesco Real Estate, notes in his "Success Without Regrets" talk.
How do we affect change? Start with this equation that my mentor, Bob Shank shared with me as we were starting a new organization.
Leaders x Partners x Enterprise = Fruit (outcomes, production, profit, growth)
Leaders alone without Partners will become a "hub and spoke" model with which everything is inefficiently run through the Leader. The size of the organization and its potential are then limited to the shoulders of the leader no matter how broad.
Partners without a leader can be similarly inefficient because they struggle with focus. Additionally, having an Enterprise to multiply the output creates scalability. The point here is Leaders need Partners to expand their reach. Often even when an organization has someone at an executive level of the organization, they may not be seen as a Partner by the leader. This viewpoint can negatively affect the greater success of the enterprise. In fact, Leaders themselves become much more capable when they have true Partners.
Here are the steps to creating partners…
Declare Partnership with those who will receive the mantle to be your Partner. Be clear on who has the final say and under what conditions. However, instill your partners with the appropriate authority.
Clarify process for each decision from democratic to decide-and-announce (or something in between).
Build trust and be vulnerable - be wrong, be uncertain, be transparent, and share concerns openly with Partners.
Ask questions (especially ones you are afraid may be "dumb"). Your partners will respect you more.
Seek input from others by asking "what do you think?" Ask each Partner until you have feedback from everyone. Silence is not consent.
Though Pete Rose was arguably the most successful, the most competent and the most experienced baseball player, his team did not reach their maximum potential under his leadership. Leaders with the biggest brain do get results, but the Leaders with Partners who have an Enterprise gain more capacity and freedom to do that with which only they can do.
How much expertise should we bring into where we lead? Be invested in the subject of your organization and major in people.
Jeff Gerhardt
Founder & Principal Consultant
With 20+ years of Corporate success, Jeff is passionate about working with leaders of purposeful organizations to help them see past the horizon, anticipate the path, and have an organizational culture that rallies their cause.