Leadership Secrets for the Rest of Us

I had lunch the other day with my friend, Ty Kiisel. Ty is one of the best marketing minds around. He and I get together every so often to talk shop, which is to say we compare notes and experiences. We typically talk management strategies, marketing best practices and case studies.

As we spoke about management, the successes and failures we see around us, and the principles that underpin these examples, he introduced me to Dick Cross. Dick is a turnaround pro based in Boston, who has written a couple of books (also see this Forbes article on 9 Crippling Mistakes CEOs Make).

Cross is focused primarily on the attributes that make or break a great CEO. Neither Ty nor I are currently operating in the role of a CEO, so I was interested in how these ideas might apply to managers of smaller departments and teams. I’ve been fortunate to work with some great CEOs, here are some highlight topics from the article: Ignoring the Importance of Company Culture, Being too Afraid, and You are Too Smart to Learn from Anyone Else. I think these are easy to apply to the various leadership roles downstream from the CEO.


I’m a big fan of creating culture. As Brian Chesky, CEO of Airbnb suggests in his latest post on Medium (profanity warning), culture creates productivity and efficiency. Polysyllabic words that mean, it helps you get more of the right stuff done. The culture communicates values intuitively, and so it becomes subliminal training for your employees. Done right, your culture allows people to act autonomously and still be in harmony with the goals and mission of the company. How cool is that? No instructions. No meetings. No detailed project management process. Just people who get it and move the company forward on their own. That’s the power of culture. I can’t resist pulling this excerpt from the Brian Chesky article above:

The stronger the culture, the less corporate process a company needs. When the culture is strong, you can trust everyone to do the right thing. People can be independent and autonomous. They can be entrepreneurial. And if we have a company that is entrepreneurial in spirit, we will be able to take our next “(wo)man on the moon” leap. Ever notice how families or tribes don’t require much process? That is because there is such a strong trust and culture that it supersedes any process. In organizations (or even in a society) where culture is weak, you need an abundance of heavy, precise rules and processes.

Lesson: command-and-control, micromanaging, and dictatorial-style leadership are anachronisms left over from a previous generation and NOT the most efficient or effective methods for motivating people to use their initiative and ingenuity to make good decisions.


How about being afraid?Ty told me that during one of their interviews, the comment was made that many CEOs are unnecessarily afraid that they will be “found out.” That someone will realize that the emperor has no clothes. That people around them will discover that they don’t know everything about everything. As a result of that fear, they can be prone to do wacky and ultimately ineffective things trying to prove to everyone that they know it all. This undermines their effectiveness.

A colleague, Steve Fulling recently shared this article with me entitled The Trap You Set For Yourself. It makes the case that fear is crippling. You can’t be effective in creating value for your company and the people around you, if your actions are motivated by fear. If you want to be happy and authentic, you must act on what you think is right without fear.


Among the attributes of great leaders as represented by Cross and others (think Good to Great by Jim Collins) are humility, channeling ego away from themselves, building up others, etc. A reason Cross’s book works, is because leaders need great lieutenants more than they need to be great at everything themselves. Even a modest-sized company is too big for one person to have all the skills and specialization needed to operate every necessary function within it. Great leaders provide vision, then let their operators execute. They are concerned with the success of the enterprise above that of themselves. It’s an altruism that in the end raises them.

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