CEO’s project confidence and command for good reason: they get to the top by achieving success along the way, and they have access to resources their subordinates don’t. Yet, some admit it’s a lonely job. By voicing concerns to, or seeking advice from, their board chair or senior staff they risk being viewed as indecisive, vulnerable and weak. So, they don’t and remain isolated.
This can be especially problematic when the organization is in extremis. People won’t risk association with and may even abandon a leader struggling to save an organization. Their own careers come first just when the leader needs loyalty and assistance.
How can a leader protect against this?
Be Prepared: Executives love to grow businesses. But, not actively managing risks inherent in core operations and expansion can be fatal. Building a management mindset which identifies and manages risk, has back-up plans ready and is prepared to cut losing operations can help avoid crises.
Confront Tough Questions: An obnoxious executive everyone tolerates, a legacy operation that just breaks even, an overly aggressive big donor no one wants to aggravate: these types of tough problems go unanswered too often. They undermine leadership and can corrode an organization. Deal with them.
Cultivate Ideas From Within: Traditional top-down management assumes all wisdom resides at the executive level. This wastes the potential of a workforce to contribute new ideas. An open culture which promotes, cultivates, harvests, implements and rewards new ideas which are respected by senior management promotes innovation and hedges against business downturns.
Develop An Enlightened Board: The best executives work hand-in-hand with board leadership to create a diverse group of engaged and independent board members vested in the organization’s success. They collaborate with Board leadership to educate board members, provide material information transparently and encourage Board members to participate and think critically, strategically and, when necessary, surgically. An enlightened board reduces the risk of, and will serve the leader well if, a crisis develops.
Check Your Ego: The best leaders exhibit genuine humility. They admit that they don’t have all the answers and sometimes make mistakes. They seek advice from their senior leaders, actively listen to them and carefully weigh advice when given. With such openness, the executive suite won’t be so lonely if the business turns south.
Have An Objective Counselor: A no-nonsense counselor who knows the leader well, can think critically and quickly and has no financial or personal agenda with the leader can be invaluable. The value comes from helping the leader to be physically, mentally and emotionally healthy and making sure the leader is thinking clearly, engages in excellent processes with stakeholders, is disciplined in approach and acts decisively and ethically.
These measures won’t guarantee less lonely isolation if a crisis comes. But, why risk it?