Last Friday, I had the
opportunity to sit down with His Excellency, George Washington, to
learn about leadership. As a surveyor, planter, rancher, scientist,
distiller, builder, warrior, and dancer, he placed a high value on
direct expertise, which allowed him get successful results from
subordinates, and quickly correct situations that weren’t going to
work.
When he was directed to
re-employ the recently captured and released General Lee with due
regard for his “seniority,” Washington complied. And when the
strategic brilliance of releasing General Lee became apparent as he
outran his men, retreating in a rout, Washington’s attitude was more fearsome
than the men’s fear of death. They rallied, and followed Washington
back on the field, taking advantage that the enemy was out of position
and out of energy having chased the Americans to what looked like a
sure victory.
When I like or respect
somebody, it is usually because they are demonstrating useful skills.
Two years ago, I met a
young man who wanted to start a different kind of organization. He
couldn’t do it all, so Jack and I added what we could do. Others
added what they could, because they saw so many doing good work. His
organization flourished.
As he has adopted a grander business style,
his successes have dropped.
I have seen that first
level commitment to demonstrated excellence drive several of the more
successful organizations I have helped.
But what’s next?
The first level of the Ego
Stack is doing what needs to be done. After listening to George
Washington, I wonder if there is a second step.
Twenty years ago, our
government wanted contractors who had both federal and commercial
credentials. It was an internal theoretical wet dream, but we were happy to comply. My client was a NAVY contractor, and had a looming
succession/liquidation issue.
In a couple of years, we
built a blue chip list of raving commercial clients, so our company
was bought by a much larger contractor. As a consultant, I was off
the hook.
Then they called back and
wanted to hire me at my 20 hour/month rate for 40 hours/ week, to create
their Y2K practice.
I already knew my team, so
I studied up on this Y2K, and put in their first four projects. Big
times! We were saved!
I got called up to my
president’s president, a retired admiral, who had brought a cast of
flunkies to his secretariat, which was in a building that had
no other company employees. He told me that while my record was
acceptable, he needed me to stop selling our existing customers and
start selling many more people who didn’t know us in order for me
to make his planned numbers.
I said, “Let me get this
straight, Admiral. You want me to sell a solution we don’t yet know
how to provide to people who don’t know us? Let me get back to you
with a business plan.” He thought that was a capital idea.
I went back to my division
president customer, related the fantasy, and said, “I better leave
before you get fired.” He reluctantly agreed. So pasha lifestyle
doesn’t work in the ego stack. Beyond first level execution, I
haven’t seen much work.
I serve on a couple of
boards, where I get to observe higher level ego stack. I also read
about some.
I am particular
entertained by the delegator. His whole role is to get somebody else
to step up and do something. It’s usually the assignment from hell,
since the delegator has no idea how it should be done. The typical
response is, “OK, whatever...” And then nothing occurs.
Then there is the moosher.
If we have two solutions and choice has to be made, the moosher says,
“Let me take the best parts of each proposal and then EVERYONE is
happy.”
As explained
by Richard Nixon and then
mocked by The
Stones and others showed, compromise solution
is neither.
As Don
Rumsfeld wrote, When you are capable of making a decision, make
it.
I observe the more
grandiose layers of the ego stack occur in organizations that see
themselves as impervious, waddling toward their future. And
anyway, the stuff I’m doing won’t come due until after I’m
retired.
The other point of view is
Art Money’s ego stack puncturing mantra. “Well, what have you done
for the fleet TODAY?”
Keep it simple, Stephanie.
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