How To: Avoid the 5 temptations of success
A successful leader of a large organization that I met with recently remarked during our first interview, “Doug, I don't spend much time second-guessing myself.”
He was agitated throughout the interview and seemed reluctant to answer any meaningful questions. I finally broke through the barriers a bit by asking, “What's impossible to put on your calendar, but if you could, would make you happier?”
“I would like to take one week off each month, but of course, that's impossible,” he replied. I could feel his resentment. He felt he had to keep trudging on with his responsibilities and that no one else could do what he does.
This particular leader likely fell victim to one or more of the five temptations of successful leaders — as identified by Patrick Lencioni in his book “The Five Temptations of a CEO.” Leaders that get caught in this trap can find themselves in a position where they are no longer open to challenging their own beliefs and thus stop progressing towards greater success and satisfaction.
- Choosing invulnerability over trust: Successful leaders sometimes shut out the world and don't trust others. They do not hear what they need to hear. The better approach is to enable your own vulnerability on a regular basis — it's a sign of strength, not a weakness. Consider working with a coach or peer group on regular basis to discuss similar experiences. This will help you become more open to receiving candid feedback and to taking that feedback seriously.
- Choosing harmony over productive conflict: Many leaders want to be liked by their teams, who they might spend so much time with that the team feels like family. But if relationships get too personal, you may let issues slide or agree too quickly with the loudest person in the room. Be sure to include diverse views in your discussions or even ask for volunteers to take opposing views. Also honor all brainstorming rules: at the beginning of a discussion, no idea is a bad one. Often the breakthrough idea seems a bit wild or impossible at first.
- Choosing certainty over clarity: Don't become risk-averse by dragging out decisions to the point where the business misses an opportunity or fails to correct a problem in time. Learn to be nimble so you can increase the speed-of-change cycle. A good plan well executed is better than a perfect plan executed too late.
- Choosing status over results: Don't take credit for everything — great leaders make their employees the stars of the business. Proactively facilitate improvement ideas and show appreciation for those ideas. Also remain humble and be honored to work with your team.
- Choosing popularity over accountability: Avoiding conflicts and negative feedback will hurt you in the long run. If you don't give constructive feedback or water down the feedback you do give, negative behaviors will continue. Also be sure to not favor your friends in the business over others. Treat all your direct reports equally when it comes to things like lunches and fun activities outside the workplace.
- Creating a “to be” list: The great leaders I know second-guess themselves on a regular, planned schedule. A way to facilitate the process — and to avoid the temptations of success at the same time — is to receive formal feedback and show appreciation for it. Let the feedback settle in and consider it seriously. Don't react too quickly to constructive criticisms. Also tell your team exactly what you will do in reaction to their feedback, ask them to observe the changes and then keep repeating the process.
As you attempt to avoid the temptations of success, remember, we all make mistakes. Address them as soon as you can with all involved and encourage them to do the same by setting an example (rather than telling them). In addition to working your “To Do” list, striving to achieve your “To Be” list will lead you to greater business success and leadership delight!
Doug Packard, owner and CEO of Renaissance Executive Forums (Maine and New Hampshire) and Doug Packard Consulting in Portland, can be reached at DPackard@DougPackardConsulting.com
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