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C-Suite Skills: Guiding an Executive Team
to Success
By Craig Bentley
One of my favorite activities is to hike and climb in the mountains. While I have "bagged" lots of smaller peaks, I have never done a major climb, never scaled a 15-20,000 footer; but I hope to do so in the next year or two - knees willing! But I have seen a few films and watched several TV specials about "guided" climbs, and I am always struck by the role of the senior guide and the leadership he or she shows during the ascent and descent.
In some ways it's pretty simple - reaching the summit is an obvious goal for everyone on the team sitting in base camp. But it is never a straight forward exercise. The expedition leader has to plan the route, adjust for changing weather and route conditions, confirm that all of the support teams have done their jobs and all the logistical support is in place, and be sure all the necessary equipment is packed and ready to go.
But that's the easy part. The biggest challenge, the most critical factor that will affect the success of the expedition, is how that leader manages the climbing team itself, the individuals who come together to collectively seek to achieve the goal of standing on that remote and forbidding mountain peak.
Isn't that what business leaders need to do as well? Isn't the real challenge marshalling the capabilities, range of skills, individual talents, passion and determination of his or her team members to achieve a lofty goal? Doesn't the business leader have to deal with diverse characters, addressing their individual needs, tendencies, and, frankly, peculiarities in order to have a successful outcome?
Let's look at what the mountain expedition leader has to face and see if there aren't some surprising similarities to the challenges in the business world...
So who makes up this summit team?
Hard Chargers
These exciting (and excitable) folks are always out trying to set a face
pace, always pressing to take the lead. They are quick to show others what
they know and what they can do. Their enthusiasm and positive attitude can
help "pull" the group along and keep everyone moving. But they can also
be headstrong and impulsive. They may argue with the guide and raise the
stress level in an already stressful situation. They may not know what
they don't know, a potentially dangerous shortcoming! This can lead
to them making foolish decisions when trying to impress the rest of the
group, or they may attempt to "go solo", fracturing the group and undermining
the team effort.
Clingers
These folks are definitely middle-of-the-pack types - eager to please. They
stay close to the guide and try to curry favor by being "responsible" and
attentive. They seem to always go with the flow, not making waves, and they
build alliances with others at the group center. Bu they can also become
classic "yes" men, so eager to please that they may not show any individual
initiative, even in situations that call for it. They can consume large
amounts of the guide's time and attention with unimportant issues or concerns.
This serves to detract the leader's attention from potentially significant
developments during the climb or from others who may need his/her attention.
Laggards
Someone has to bring up the rear, and the laggards readily fill this role.
It may be that they just don't have the skill or energy or experience to
move easily with the rest of the group. The heart is willing but the laggards
may just not have what it takes; they just struggle to keep up. So they
need consistent encouragement from the senior guide and from others in the
group. On very difficult climbs, this encouragement can sometimes be at
a very basic level - i.e., take 5 more steps… OK… now take five more steps
-- just to keep them moving. With this help, they may well make it all the
way, but they can't be left alone. They must be continually monitored, cajoled,
and coached to keep them on track and a part of the group.
Quitters
These poor folks never should have put on their boots. They act as if they
didn't know what they were getting into. All their problems are someone
else's fault - the trail is too steep, the snow is too deep, their pack
is too heavy - the pace is too fast - there must be a conspiracy against
them. No, it's certainly not their fault. In reality, they
simply aren't on board with the program. They have the skills - they lack
commitment and desire.
The leader must decide if it's worth the effort to move them along. What is the risk they present to the success, and perhaps safety, of the total group? The guide is constantly challenged by these negative outsiders. They must be kept a bit isolated, so they do not undermine the others' resolve, while still kept in contact with the group so they are not stranded. The leader has to have a contingency plan in place just for anyone who gives up and abandons the team goal.
Advocates These self assured and experienced folks have done it before. They know the game plan, know the challenges, and can quietly go about their business. They can and do help out when needed. They need little supervision and, as long as the guide maintains their trust and confidence in him or her as a leader, they will be there - supportive, calm, steady, and clearly focused on the task ahead and the summit goal.
The guide must constantly juggle the strengths, weaknesses, and needs of these diverse groups, and must:
- Rein in the hard chargers to preserve their energy and make sure they don't run off a cliff or get too far ahead and fall into a crevasse;
- Create enough space from the clingers to be able to help others and be maintain their leadership effectiveness;
- Provide steady and empathetic support to the laggards, recognizing their good intent and helping them overcome their physical shortcomings;
- Diplomatically handle the quitters - keeping them from infecting the group morale and intent
- Build solid, dependable, and trusted relationships with the advocates, calling on their experience and quiet confidence to be a stabilizing influence and source of steady focus on the goal.
- Delegate responsibilities to members based on their strengths to maximize team performance
What is clear is that the leader has to manage the whole team to keep the team moving, shifting his/her attention among the groups -- encouraging, restraining, promoting, doing whatever it takes. The guide has to exhibit a full range of leadership and personal skills, dealing with each individual while constantly assessing team performance and progress.
ISN'T THIS WHAT ALL LEADERS NEED TO DO?
Can you recognize these various "factions" within your own teams or organization? How do you handle these different groups? Ask yourself the following questions:
- Are you prepared to maintain focus on the goal while helping all groups succeed within your own company or firm?
- Are you ready to make the tough choices as to where to focus your attention, where to expend your energies to make the whole team successful?
- How do you communicate what is most important to all of your team members? The same message won't work for every group. Are you equipped to fine-tune your message so that each group responds to the best of their abilities?
A business leader, just like the mountain guide, needs to develop the skills to increase their leadership effectiveness, to achieve their goals and bring their whole team to the pinnacles of success.
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Dow Chemical Co.
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