Should the five characteristics listed below be embraced by leaders in guiding their behavior on a day-to-day basis?
At first blush these characteristics seem to make sense. After all, what is wrong with looking like a leader; being liked; being right; arranging for tranquility; and being a pillar of strength? In fact, many leaders behavior is consistent with these characteristics. At least that is the supposition of a recent book by Patrick Lencioni. The title of the book is The Five Temptations of a CEO*. These temptations are not limited to CEOs. They play a part in the mental models of leaders at all levels.
Lencioni argues that these temptations need to be supplanted with other areas of focus that are pivotal in enhancing leader effectiveness, rather than get in the way.
Results over Status
Instead of being caught up in the ego gratification that can come from the status of holding a leadership role, leaders need to concentrate on identifying desired results and assuring proper execution. Being caught up in status will cause leaders to be risk adverse for fear of loss of status. Status is a very dangerous temptation. And it is typically tough for most leaders to deal with since it often goes back to why they took the position in the first place.
Accountability over Popularity
Although they may talk tough, leaders often avoid confrontation. Skilled conflict management is an essential leadership attribute. Yet it is a common leadership weakness. Confrontation avoidance is especially common when the need for direct communications, and perhaps action, is up close and personal, like with staff members who are not performing up to expectations. The old management adage: "Leaders need to be respected; not necessarily liked", fits here.
Clarity over Certainty
Leadership is all about envisioning the future and inspiring commitment. In today’s fast-paced, complex business world it is often difficult to be certain or confident about desired directions. But leaders can be paralyzed by anxieties about being wrong. Sometimes they will be wrong; and perhaps most times they will be right. But leaders need to move using the best information, knowledge, and wisdom they have at their disposal. Otherwise they and their organizations will be left behind.
Conflict over Harmony
Conflict (ideological not personal) is the catalyst for effective change and improvement. The key is that conflict has to be effectively managed properly. Effective leaders invite diversity of thinking. Effective management of diverse viewpoints can lead to positive outcomes not possible through traditional or isolated thinking. Artificial harmony is bad ("Is everybody happy?") and can lead to group think (everyone nodding in unison regarding what is being proposed).
Trust over Invulnerability
You do not have leadership without followership (the subject of a previous TASL article I wrote). Followership is earned, and built on trust. Trust is not derived from position authority; rather, it is earned based on personal conduct and influence. Part of earning trust is to show vulnerability. People are not expecting perfection. But they are expecting leaders to be open and honest, including expressing doubts, fears, and mistakes.
*
Patrick Lencioni, The Five Temptations of a CEO, Jossey-Bass, San Francisco
