The Situation
Imagine that you’ve just been promoted. You are now a member of the executive team and have global responsibilities. This appointment is a vote of confidence by the board and the company’s senior leaders that you see what is needed to help the company thrive and grow and can lead people through these changes.
In your first month as Vice President you assemble your team. You have dinner with Lizabeth, one of your peers in a previous role, to talk about joining your new team. She seems excited but wants to think about it before committing. At your scheduled follow up this morning she states that she expressed opposition to your recent promotion and appointment. She says that in the past she has seen you hesitate over important decisions, particularly when needing to move a poor performer off the team. This has caused the company to lose both immediate and future opportunities. She is concerned that in this new role the impact will be far too great, and the company can not afford to lose such opportunities on a global scale. She states that she would come to you to offer her resignation if these behaviors are still a concern and posing a threat to the company’s future. Lizabeth says she will understand if you decide to rescind your offer. You express your appreciation for her honesty and end the meeting. Then you sit back in your chair a bit stunned at what you just heard.
What Would You Do?
How do your thoughts and feelings shift, if at all, over the next day or two? How do you respond to Lizabeth? Do you want her on the team? What are the factors underlying your decision?
What Would Lincoln Do?
During his first year as President with the war underway Lincoln promoted General Benjamin Butler to brigadier general. When they met Butler told Lincoln, “I will accept the commission, but there is one thing I must say to you as we don’t know each other…I opposed your election and did all I could for your opponent; but I shall do no political act, and loyally support your administration as long as I hold your commission; and when I find any act that I cannot support I shall bring the commission back at once, and return it to you.”
Lincoln responded. “That is frank, that is fair. But I want to add one thing: When you see me doing anything that for the good of the country ought not to be done, come and tell me so, and why you think so, and the perhaps you won’t have any chance to resign your commission.” 1
Would you do what Lincoln did? Do you welcome Lizabeth onto the team and invite her to share her concerns if she sees signs that you are faltering in regard to critical decisions and not serving the good of the company?
What Does it Take To Lead Like Lincoln?
My thoughts
Lincoln has an internal CEO who keeps his eye on the larger good and his ego in check. He is both humble enough to know that he is not always in the right and confident enough to invite others to tell him so.
Your thoughts?
Leading Like Lincoln is a coaching program and seminar offered by Germane Coaching & Consulting.
1. Goodwin, D.K. 2005. Team of Rivals. Simon and Schuster, 369.