Comments on: The Card Playing CEO

By: Jennifer

Jennifer — Sun, 20 Dec 2009 23:26:35 +0000

Shannon,

Thanks so much for stopping by The People Equation. It’s nice to meet you!

You are so correct about executives that “pitch in”, whatever that means within the norms of their organizational culture. I often counsel my executive clients to go “on the floor” and see what’s happening. Some of them buy into it immediately, some don’t.

Guess which ones are more respected?

I look forward to hearing from you again.

By: Shannon (ITSoftSkills)

Shannon (ITSoftSkills) — Sun, 20 Dec 2009 23:16:15 +0000

This is a great example of authentic leadership. I’ve seen executives and managers try to just show up every few months and try to engage in conversation and it doesn’t work. But the ones that let others get to know them as real beings – sitting in the break room enjoying lunch or break, stopping in the kitchen to pick up a drink and have a short conversation, creating real opportunites to connect on a regular basis are authentic and builds trust.

I know of one executive from a mid-size company who even pitches in periodically on the production floor or in the sales dept during crunch times or when change is needed. And nothing allows him to connect more with the front-line troops than being out there sharing in the work. Not only does it allow him to build relationships with his teams (and buyin) but also him to spot potential employees to develop in leadership roles.

Great post.
…Shannon

By: Jennifer

Jennifer — Sun, 20 Dec 2009 22:13:31 +0000

Thomas, thanks for turning this around a bit and examining the mindset of the “troops”. There is a tacit understanding about roles and what a leader “should” and “shouldn’t” do. I would expect that some reading this would think it’s not appropriate for “Pete” to play cards with those he leads. You point out a key factor (one I didn’t think to highlight) contributing to Pete’s success: that his employees are mature enough to understand that even though he plays cards like “one of them”, he’s still the boss.

Meredith,

Welcome to the People Equation! Thanks for stopping by. You are correct in perceiving that Pete (based on a real person, but not his real name!) is very comfortable in his skin. . .with no visible arrogance. I appreciate what you’ve added to the conversation and hope you’ll join us again.

By: Meredith Bell

Meredith Bell — Sun, 20 Dec 2009 21:47:47 +0000

Very insightful post. Your points come to life with this excellent example of Pete. It illustrates one of the key pre-requisites to be a strong leader – being comfortable in your own skin, with who you are. This level of self-acceptance and self-respect means that there’s no need to impress others or rely on the authority inherent in the position to control others. Being authentic, accessible and open builds the trust necessary to get cooperation when you need to ask people to do hard things in an organization.

I’ve added your blog to my list of blogs I follow.

By: Thomas Waterhouse

Thomas Waterhouse — Sun, 20 Dec 2009 16:13:51 +0000

Jennifer, there are so many ways to approach this issue. I’ll address it from an obligation of the “workers” as contrasted to the demeanor of the CEO. “Friendliness” with the “troops” has a foundation in the capacity of the “troops” to understand and respect roles and positions. For example, I think of being pulled over in my car by a law enforcement officer. Their level of friendliness or approachability will not have a bearing on my demonstrated respect for the role or position they represent. We can be friendly and approachable as leaders with tremendously positive or terribly catastrophic outcomes, and the maturity of the “troops” in grasping this dynamic is a crucial variable. As always, you are incredibly thought-provoking. Thank you!