I've re-launched my leadership blog (link below). This site will be deleted at the end of December.
http://leaseronleadership.blogspot.com
Thursday, December 10, 2009
Wednesday, November 25, 2009
Extreme Makeover
Has it really been over four months since I have written an article here? John Lennon was onto something when he talked about life being what happens to you while you're busy making other plans...
Beginning next week, I will be embarking on a new leadership challenge - totally rebuilding a market from the bottom-up and from the inside-out. I'm talking about establishing a DNA, reshaping the brand, changing the internal culture - and taking it to the streets in hopes of building our business. It's an opportunity for me to once again put my money where my mouth is by practicing each and every leadership principle that I hold near and dear. While my eyes will be fixed on that glimmering light far off in the distance, I fully expect the road to be long, dark, and filled with obstacles. But as they say, difficulty is the excuse that history never accepts.
My team and I will be challenged, no doubt. But there will be no gray-area when it comes to who we are, why we do what we do, or where we are going. My vision is written in stone. My road map is crystal clear. We will live it, breathe it, walk it, and talk it each and every day through every situation. Sure, we will experience some failures along the way, but we will also experience success, one step at a time. We will learn from both and be better because of it.
As Chesterton once wrote, "A man must have enough faith in himself to begin an adventure - and enough doubt in himself to enjoy it." That quote pretty much explains how I feel at this moment - a balanced mixture of faith and doubt, excitement and terror. Bring it on!
Here's to the adventure that lies ahead. I can't wait to share our stories with you along the way.
J.
Beginning next week, I will be embarking on a new leadership challenge - totally rebuilding a market from the bottom-up and from the inside-out. I'm talking about establishing a DNA, reshaping the brand, changing the internal culture - and taking it to the streets in hopes of building our business. It's an opportunity for me to once again put my money where my mouth is by practicing each and every leadership principle that I hold near and dear. While my eyes will be fixed on that glimmering light far off in the distance, I fully expect the road to be long, dark, and filled with obstacles. But as they say, difficulty is the excuse that history never accepts.
My team and I will be challenged, no doubt. But there will be no gray-area when it comes to who we are, why we do what we do, or where we are going. My vision is written in stone. My road map is crystal clear. We will live it, breathe it, walk it, and talk it each and every day through every situation. Sure, we will experience some failures along the way, but we will also experience success, one step at a time. We will learn from both and be better because of it.
As Chesterton once wrote, "A man must have enough faith in himself to begin an adventure - and enough doubt in himself to enjoy it." That quote pretty much explains how I feel at this moment - a balanced mixture of faith and doubt, excitement and terror. Bring it on!
Here's to the adventure that lies ahead. I can't wait to share our stories with you along the way.
J.
Monday, July 6, 2009
Johnny and the Grab Bag
“When a man does not know what harbor he is making for, no wind is the right wind.” - Seneca
I’m going to scooch out on an admittedly-safe limb and make the following assumptions about you as a leader:
· You have a great deal of passion
· You want your organization to be the very best
· You need financial resources to make it happen
In his best-selling masterpiece Good To Great, author Jim Collins introduces the Hedgehog Concept, which is defined by answering three mission-critical questions:
· What are you deeply passionate about?
· What can you be the best in the world at?
· What drives your economic/resource engine?
It's not easy, but your honest answers to Collins' questions will provide you with a crystal-clear DNA stamp of who your organization is, where you want it to go, and where the necessary financial support will come from to help you get it there.
Side note: In my very humble opinion, each and every leader should read Good To Great at least once - the evidence and principles are simply too important to ignore.
Okay, let's continue. In addition to helping you recognize your organizational raison d'être, your answers to those three questions can be used as a filter for EVERY decision you make. If something does not conform to your organizational DNA - meaning, if it does not align with your passion, help you to become the best, or add to your resources – it should be discarded. Immediately. Our new friend Johnny Q. Leader will show us why.
Johnny Q. Leader has plenty of passion, big dreams, and wants his organization- JohnnyCo - to be the very best. But Johnny’s passion and natural abilities don’t completely match each other (think: American Idol auditions...). In addition, he either does not know or has not defined his organization's DNA. JohnnyCo lacks clear direction, and has therefore developed multiple personalities. Now Johnny's followers can't see the vision beyond the task at hand.
But rather than acknowledge the ugly facts, Johnny allows himself to become mesmerized by all the latest gadgets, gizmos, and wizbangs on the market. (Note: there can be a proper place for those things if they fit your organizational DNA, but remember - JohnnyCo doesn’t have one.) Johnny gasps in awe at all things shiny and fresh - then grasps at straws - pulling everything imaginable into the mish-mash culture of his organization, further muddying the already murky waters. Thinking this will help him achieve greatness, it actually mires JohnnyCo in mediocrity. Would it surprise you to know that JohnnyCo has chronic financial and resource problems? Probably not.
As Collins says, "Greatness is largely a matter of conscious choice and discipline." Sure, Johnny’s intentions are noble and his passion unquestioned. However, without knowing who he is, where he is going, and how he is going to finance the journey, Johnny lacks clear focus, rigid discipline, and unwavering intentionality. He makes bad choice after bad choice, literally losing himself in the endless circle of chasing the wrong wind, practicing what I call Grab Bag Leadership. "Let's try this...let's try that...let's try that other thing...maybe something will stick..." You get the picture. And now Johnny has inadvertently created a losing culture that will take years and years to rebuild. Unfortunately, JohnnyCo's culture prohibits him from being able to hire or retain the great people it will take to turn things around.
A leader like Johnny - one who chases the wrong wind by practicing Grab Bag Leadership - can always (and enthusiastically) tell you all about what’s “hot and now”. And he can most likely tell you what worked for somebody else. But what that same leader probably cannot do is tell you who his organization is, what harbor he is leading them toward, or how they will fuel their financial/resource engine. Ouch.
Another example of this is found in historically awful sports franchises who, year after year, fail to build a winner. Rather than slamming a stake in the ground and shouting “THIS IS WHO WE ARE, WHERE WE’RE GOING, AND HOW WE’RE GOING TO GET THERE!”, they allow themselves to become hypnotized by what’s momentarily hip. They build new stadiums and design new team logos instead of building and designing a viable team. They may acquire a good player, but without leadership's commitment to an organizational DNA, no player is the right player. The culture becomes sick, the passion wanes, and the financial resources suffer (in this case, tickets and merchandise sales). Greatness remains a pipe dream at best.
This subject really flips my lid, and while I could go on and on, I'll close here for the sake of brevity. Much more to come on this topic at a later time.
By the way, I hear JohnnyCo is hiring. Again. I'm happy to put in a good word for you, if you'd like...
J.
Tuesday, June 9, 2009
Square Pegs and Round Holes
Humor me for a moment. Close your eyes and say, "Availability is NOT a skill set." Good. Once more, "Availability is not a skill set." Perfect! Unfortunately, saying it a third time while clicking our heels together won't fix the problems created by a leader who continually hires the wrong people.
Have you ever glanced at a coworker and, in utter disbelief, thought, "What on earth is THAT dude doing in THAT role? No background, no experience, no clue. Great guy, tries hard, but...no." After we make those observations we typically joke about the person having compromising pictures of the boss. In reality, it's usually because a leader got lazy and hired someone for the wrong reasons.
Many years ago, I worked with some leaders who often determined a candidate's skills by administering the "foggy mirror test". If the candidate had enough breath to fog a mirror, he got the job. Some places half-jokingly refer to this as "checking for a pulse", or getting a "warm body". It's amusing on the surface, but not so funny when you consider the potential for damage.
The truth is, plugging the wrong person into the wrong place is no laughing matter. The same goes for putting the right person in the wrong place, and the wrong person in the right place. There is only one winning combination: putting the right person in the right place. This is true from coat-check volunteers to C-level positions. Why? Because the success of any organization depends upon the effectiveness of it's people. Each and every one of them. There is no such thing as a throw-away hire.
I think we can agree that no one is great at everything - each of us is a unique blend of strengths and weaknesses. Would you hire a musician to fix your muffler, or a pilot to fix your plumbing? Probably not - it would be like hammering a square peg until it "fits" into a round hole. If you forced them, could a musician fix your muffler? Could a pilot fix your plumbing? Sure, they might figure out something workable sooner or later...but is that the level of excellence you want for yourself and your organization? If your answer is anything but a resounding "NO", you had better step aside and let someone else make the hiring decisions.
I love this old Proverb: "He who hires a fool or any passer-by is like an archer who randomly shoots arrows into a crowd". Read that again, and apply it to your own organization. Most good leaders can spot a fool a mile away (hopefully), but oh, so many leaders get zinged by hiring the passer-by!
Sure, every leader has an occasional, well-intentioned hiring "miss". When it happens - and it will - don't get lazy and try to fix it on the rebound by hiring a passer-by. Instead, double your due diligence and get the right person. Unless you hire the right people and put them in the right places, you are simply setting them up for frustration and failure. Plus, you are wasting your valuable time because you now have to fix what they broke, along with beginning the process of replacing them. That's not a happy place for any leader.
What about the "hire the attitude, teach the skill" philosophy? I think there is some wisdom there, but only if the person has at least some foundational skills upon which to build - AND you are willing to invest a significant amount of energy developing them. If you choose to go this route, ask yourself if you are ready to make the kind of commitment it will take to do it right. You can't leave it to chance, or the person will soon feel devalued. This is where setting expectations comes in - something we'll discuss in a later article.
I'll close with one of my very favorite analogies: Shame on NASA if they hire me to be an astronaut just because I can point to the Big Dipper, or because I happen to be strolling past the launch site during a time of need. It's all fun and games until someone gets strapped to a rocket.
J.
Have you ever glanced at a coworker and, in utter disbelief, thought, "What on earth is THAT dude doing in THAT role? No background, no experience, no clue. Great guy, tries hard, but...no." After we make those observations we typically joke about the person having compromising pictures of the boss. In reality, it's usually because a leader got lazy and hired someone for the wrong reasons.
Many years ago, I worked with some leaders who often determined a candidate's skills by administering the "foggy mirror test". If the candidate had enough breath to fog a mirror, he got the job. Some places half-jokingly refer to this as "checking for a pulse", or getting a "warm body". It's amusing on the surface, but not so funny when you consider the potential for damage.
The truth is, plugging the wrong person into the wrong place is no laughing matter. The same goes for putting the right person in the wrong place, and the wrong person in the right place. There is only one winning combination: putting the right person in the right place. This is true from coat-check volunteers to C-level positions. Why? Because the success of any organization depends upon the effectiveness of it's people. Each and every one of them. There is no such thing as a throw-away hire.
I think we can agree that no one is great at everything - each of us is a unique blend of strengths and weaknesses. Would you hire a musician to fix your muffler, or a pilot to fix your plumbing? Probably not - it would be like hammering a square peg until it "fits" into a round hole. If you forced them, could a musician fix your muffler? Could a pilot fix your plumbing? Sure, they might figure out something workable sooner or later...but is that the level of excellence you want for yourself and your organization? If your answer is anything but a resounding "NO", you had better step aside and let someone else make the hiring decisions.
I love this old Proverb: "He who hires a fool or any passer-by is like an archer who randomly shoots arrows into a crowd". Read that again, and apply it to your own organization. Most good leaders can spot a fool a mile away (hopefully), but oh, so many leaders get zinged by hiring the passer-by!
Sure, every leader has an occasional, well-intentioned hiring "miss". When it happens - and it will - don't get lazy and try to fix it on the rebound by hiring a passer-by. Instead, double your due diligence and get the right person. Unless you hire the right people and put them in the right places, you are simply setting them up for frustration and failure. Plus, you are wasting your valuable time because you now have to fix what they broke, along with beginning the process of replacing them. That's not a happy place for any leader.
What about the "hire the attitude, teach the skill" philosophy? I think there is some wisdom there, but only if the person has at least some foundational skills upon which to build - AND you are willing to invest a significant amount of energy developing them. If you choose to go this route, ask yourself if you are ready to make the kind of commitment it will take to do it right. You can't leave it to chance, or the person will soon feel devalued. This is where setting expectations comes in - something we'll discuss in a later article.
I'll close with one of my very favorite analogies: Shame on NASA if they hire me to be an astronaut just because I can point to the Big Dipper, or because I happen to be strolling past the launch site during a time of need. It's all fun and games until someone gets strapped to a rocket.
J.
Monday, June 1, 2009
Keeping Cool
Do you sometimes find it challenging to maintain your composure when things go against you? Have you ever wigged-out in front of your followers? Do you find yourself being dragged down into the muck instead of staying on the high road and doing things the right way? These are important questions that every leader should answer honestly and with much introspection.
Here in the Detroit area, there are two items dominating the headlines: General Motors filing for bankruptcy, and the Red Wings pursuing the Stanley Cup. One bad, one good, but both gripping the community for obviously different reasons.
Outside of an occasional, well-rehearsed press conference, we don't really get to see how the leaders at GM are reacting to the incredible, unprecedented crisis that is facing them - a crisis through which they must lead, and one that certainly has a ripple effect far beyond anything most of us can grasp, except at it's most fundamental levels.
Conversely, live television brings us the Stanley Cup Finals in such a way that we are able to watch athletes and coaches react to the immediate, unpredictable circumstances they face during the course of a game. We see the ebb and flow of momentum, and the highs and lows felt by both teams when a goal is scored. We see the thrill of victory and the agony of defeat as events unfold before our very eyes in real-time. If you think big games on live TV are compelling, imagine what it would have been like to watch live broadcasts of GM's board room over the past several months.
Now, I am not equating the financial struggles of a multi-billion dollar global organization to a sports team's run for a championship. But I think it's safe to say that those hockey professionals expend just as much energy and possess just as much desire for success as do the leaders of industry. It's all relative: no matter your profession, failure is never an option. The difference is that a loss by our favorite team doesn't typically effect how people feed their families.
Throughout the past two playoff seasons, the level of calm and composure shown by the Wings' leadership - especially coach Mike Babcock - is utterly amazing. His top players reflect his attitude, and it has postively infected the entire team, from the most grizzled of veterans right down to the rookies.
I believe every organization takes on the personality of it's leader. Therefore, leading by example happens naturally and automatically, for better or for worse. It's true in the home, it's true in sports, and it's definitely true in business. This was on display once again last night. The Wings were leading the Pens 3-1 as the final seconds counted down. A Pittsburgh player lost his composure and whacked Detroit goalie Chris Osgood with his stick. Evengi Malkin, one of the Pens' stars, instigated a fight with Detroit's Henrik Zetterberg - mostly, I think, because Z's smothering defensive play frustrated the heck out of him all game long. Punches were flying, elbows were up, equipment was lying all over the place, a dozen players were moshing around near the net. You'd think coach Babcock would be flipping out, screaming a blue streak and emoting all over the place. Not him. Instead, he was coolly sipping some water behind the bench as if lounging on a sunny beach somewhere. His philosophy is to take the punches, stay calm, then make the competition pay where it hurts them the most - on the scoreboard. I love that attitude.
Over and over we hear the Wings talk about keeping their composure when adversity strikes, staying focused on what matters most and working hard together to achieve their goal. Their eyes are on the prize and their noses are to the grindstone, even when the competition resorts to dirty play. Their unshakeable mindset - and their organizational leadership's ability to get the "right" people - translated to a Stanley Cup championship last season. They are two wins away from repeating, although many challenges still lie ahead. Even if they don't win the Cup again, their commitment to staying focused no-matter-what has served them very well, and will keep them in the hunt. It's a leadership lesson from which we can all benefit.
Here's the point: "Do as I say, not as I do" simply doesn't fly in the world of leadership. Why not? Because monkey-see-monkey-do also applies to people. If your people see you, their leader, losing your self-control, reacting negatively to difficult situations, acting out of emotion, won't they do the same? Yes. Can you really expect them to move in an opposite direction? No. Will they go farther than you are willing to lead them? Absolutely not. Will it hinder the growth and efficiency of your organization? You had better believe it.
Every leader will inevitably experience "You wouldn't like me when I'm angry" moments - they come with the territory. Yes, things will get hairy. If not for hairy, we wouldn't need good leaders. But even when your insides feel like popping a gasket, your outside must remain calm and strong. When hairy visits you, stay composed and keep your focus. Chances are, your people will, too.
J.
Here in the Detroit area, there are two items dominating the headlines: General Motors filing for bankruptcy, and the Red Wings pursuing the Stanley Cup. One bad, one good, but both gripping the community for obviously different reasons.
Outside of an occasional, well-rehearsed press conference, we don't really get to see how the leaders at GM are reacting to the incredible, unprecedented crisis that is facing them - a crisis through which they must lead, and one that certainly has a ripple effect far beyond anything most of us can grasp, except at it's most fundamental levels.
Conversely, live television brings us the Stanley Cup Finals in such a way that we are able to watch athletes and coaches react to the immediate, unpredictable circumstances they face during the course of a game. We see the ebb and flow of momentum, and the highs and lows felt by both teams when a goal is scored. We see the thrill of victory and the agony of defeat as events unfold before our very eyes in real-time. If you think big games on live TV are compelling, imagine what it would have been like to watch live broadcasts of GM's board room over the past several months.
Now, I am not equating the financial struggles of a multi-billion dollar global organization to a sports team's run for a championship. But I think it's safe to say that those hockey professionals expend just as much energy and possess just as much desire for success as do the leaders of industry. It's all relative: no matter your profession, failure is never an option. The difference is that a loss by our favorite team doesn't typically effect how people feed their families.
Throughout the past two playoff seasons, the level of calm and composure shown by the Wings' leadership - especially coach Mike Babcock - is utterly amazing. His top players reflect his attitude, and it has postively infected the entire team, from the most grizzled of veterans right down to the rookies.
I believe every organization takes on the personality of it's leader. Therefore, leading by example happens naturally and automatically, for better or for worse. It's true in the home, it's true in sports, and it's definitely true in business. This was on display once again last night. The Wings were leading the Pens 3-1 as the final seconds counted down. A Pittsburgh player lost his composure and whacked Detroit goalie Chris Osgood with his stick. Evengi Malkin, one of the Pens' stars, instigated a fight with Detroit's Henrik Zetterberg - mostly, I think, because Z's smothering defensive play frustrated the heck out of him all game long. Punches were flying, elbows were up, equipment was lying all over the place, a dozen players were moshing around near the net. You'd think coach Babcock would be flipping out, screaming a blue streak and emoting all over the place. Not him. Instead, he was coolly sipping some water behind the bench as if lounging on a sunny beach somewhere. His philosophy is to take the punches, stay calm, then make the competition pay where it hurts them the most - on the scoreboard. I love that attitude.
Over and over we hear the Wings talk about keeping their composure when adversity strikes, staying focused on what matters most and working hard together to achieve their goal. Their eyes are on the prize and their noses are to the grindstone, even when the competition resorts to dirty play. Their unshakeable mindset - and their organizational leadership's ability to get the "right" people - translated to a Stanley Cup championship last season. They are two wins away from repeating, although many challenges still lie ahead. Even if they don't win the Cup again, their commitment to staying focused no-matter-what has served them very well, and will keep them in the hunt. It's a leadership lesson from which we can all benefit.
Here's the point: "Do as I say, not as I do" simply doesn't fly in the world of leadership. Why not? Because monkey-see-monkey-do also applies to people. If your people see you, their leader, losing your self-control, reacting negatively to difficult situations, acting out of emotion, won't they do the same? Yes. Can you really expect them to move in an opposite direction? No. Will they go farther than you are willing to lead them? Absolutely not. Will it hinder the growth and efficiency of your organization? You had better believe it.
Every leader will inevitably experience "You wouldn't like me when I'm angry" moments - they come with the territory. Yes, things will get hairy. If not for hairy, we wouldn't need good leaders. But even when your insides feel like popping a gasket, your outside must remain calm and strong. When hairy visits you, stay composed and keep your focus. Chances are, your people will, too.
J.
Tuesday, May 5, 2009
The Power of Encouragement
It's certainly no secret that times are tough. Each day seems to bring another crisis. Millions of jobs lost. A nearly equal number of home foreclosures. Banks in shambles. Retirement accounts wiped out. Auto industry fighting for survival. Flash in place of substance. Liquor sales up, church attendance down. Swine Flu. Good, honest, hard-working people we personally know and love losing everything through no fault of their own.
Those who claim to understand these things say that we have bottomed-out, and that brighter days are just around the corner. I hope they're right. Honestly, I'm not so sure - and I don't know if they're sure, either. Perhaps their words are meant for one purpose: to provide encouragement. If I'm correct about that, would a little encouragement be such a terrible thing right now? After all, we can't just throw up our arms in surrender.
Those who claim to understand these things say that we have bottomed-out, and that brighter days are just around the corner. I hope they're right. Honestly, I'm not so sure - and I don't know if they're sure, either. Perhaps their words are meant for one purpose: to provide encouragement. If I'm correct about that, would a little encouragement be such a terrible thing right now? After all, we can't just throw up our arms in surrender.
Sure, this would be an appropriate place for a discussion about hope. But I want to approach this on a more granular level. I see "hope" as the satellite photo from thirty-thousand feet, and "encouragement" as the street-level snapshot. In other words, hope is something we typically hold for the future. Encouragement is something we can provide right here and now, as is affirmation. To me, they go together like PB & J.
Let me give you an example of how encouragement affects us. I have a two-year-old Labrador Retriever named Jersey. Like all young pups, she has a seemingly limitless amount of energy. She and I get out of the house for a couple of four-mile runs each week. Her proper place is at my side no matter what she might want to chase - other dogs, squirrels, birds, a blowing leaf, whatever - it doesn't take much for her to switch into "stalk" mode. When Jersey pays attention and stays close to me like she is supposed to, I affirm her, saying things like "good girl", or "good doggie". Sometimes I'll even reach down and pat her back or give her a quick scratch behind the ears. When she lags behind, I encourage her with positive commands we have trained her to understand. Each and every time I affirm or encourage her, she zips out in front of me. My words and the tone of my voice give her an instant boost of energy to the point that I often have to speed up just to keep pace with her, or end up telling her to slow down. Why? Because praise from her Poppa - even when she is simply doing what I expect - means a great deal to her. Sure, she's a dog, but what does that tell you?
Now apply that example to your people. Whether they're meeting or exceeding your expectations - or lagging behind - I'm willing to bet you lunch that they will experience an immediate energy boost of their own if you'll only affirm and encourage them. Like Jersey, they will feel good about their part in the task at hand; they will appreciate that you took time to acknowledge them; and their work will reflect as much. Who knows, you might even have to pick up your own pace to keep up with them...
Allow me to wrap up by saying this: It's far too easy (and quite immature) to play a game of "gotcha", trying to catch someone doing something wrong. Make it a point to catch someone doing something right. Encourage those around you, every day, all the time. Trust me, it will pay off - unless you start scratching people behind the ears, in which case you're beyond any help I could possibly offer.
J.
Monday, May 4, 2009
Commodus, Part II
Unlike his movie counterpart, the real Commodus was indeed a skilled warrior. Facing wild beasts and the bound-together lame wasn't enough of a test for him. In time, he entered the arena with weapons of war, and faced the finest gladiators in Rome. And he beat them all. He was truly a man of courage. But though he was a brave warrior with great skill, his character was another matter.
Commodus spent much of his time trying to impress the people and proclaim his own glory. He essentially turned the palace into a brothel, spent countless nights wandering around drunk, and had his own family members exiled and/or killed - along with anyone who chose to oppose him. He also butted heads with the Senate, who greatly despised his antics. Commodus considered himself the new "founder" of Rome, even going so far as to rename the empire after himself. He also thought of himself as a modern-day Hercules, often wearing animal skins and carrying a club. And he changed the Roman calendar, renaming each month after one of the titles he had given to himself.
In the mean time, the barbarians in the north - with whom Commodus had previously struck a peace accord (giving in to their terms), continued to inch closer to the empire's borders - all while Commodus abused and wasted his influence in unthinkable ways.
The breaking point for the Senate came when Commodus declared that he intended to accept the honor of being Consul - the highest and most revered office in all of Rome - while dressed as a gladiator. The night before he was to accept the consulship, those closest to him had him drugged in his sleep and strangled to death. He was only thirty-one years old, having served as Emperor for twelve short years.
Although fictitious, my favorite scene from the movie Gladiator comes when Maximus reveals himself to Commodus on the arena floor. We see Commodus turn white, jaw agape, as Maximus glares into his eyes, speaking his name and vow of revenge. Some say Commodus reacted the way he did because he was surprised to see Maximus alive. I say it's because Commodus immediately knew he didn't measure up - not as a man, and certainly not as a leader.
In reality, it's easy to see where Commodus went wrong. From day one it was all about his own pleasure and entertainment. He used and abused his people and his position, failing to lead in every imaginable way. The rapport he had with the commoners was based solely on his exploits on the coliseum floor - which was nothing but a distraction from the damage he was doing as Emperor.
His character was unexamined, his authority unchallenged, and his leadership unacceptable to his followers. As they say, "don't be that guy". Instead, check your ego at the door, examine your motives, understand the power of your influence, and make it your mission to invest in the people who choose to follow you. The success of your organization depends on it.
J.
Commodus spent much of his time trying to impress the people and proclaim his own glory. He essentially turned the palace into a brothel, spent countless nights wandering around drunk, and had his own family members exiled and/or killed - along with anyone who chose to oppose him. He also butted heads with the Senate, who greatly despised his antics. Commodus considered himself the new "founder" of Rome, even going so far as to rename the empire after himself. He also thought of himself as a modern-day Hercules, often wearing animal skins and carrying a club. And he changed the Roman calendar, renaming each month after one of the titles he had given to himself.
In the mean time, the barbarians in the north - with whom Commodus had previously struck a peace accord (giving in to their terms), continued to inch closer to the empire's borders - all while Commodus abused and wasted his influence in unthinkable ways.
The breaking point for the Senate came when Commodus declared that he intended to accept the honor of being Consul - the highest and most revered office in all of Rome - while dressed as a gladiator. The night before he was to accept the consulship, those closest to him had him drugged in his sleep and strangled to death. He was only thirty-one years old, having served as Emperor for twelve short years.
Although fictitious, my favorite scene from the movie Gladiator comes when Maximus reveals himself to Commodus on the arena floor. We see Commodus turn white, jaw agape, as Maximus glares into his eyes, speaking his name and vow of revenge. Some say Commodus reacted the way he did because he was surprised to see Maximus alive. I say it's because Commodus immediately knew he didn't measure up - not as a man, and certainly not as a leader.
In reality, it's easy to see where Commodus went wrong. From day one it was all about his own pleasure and entertainment. He used and abused his people and his position, failing to lead in every imaginable way. The rapport he had with the commoners was based solely on his exploits on the coliseum floor - which was nothing but a distraction from the damage he was doing as Emperor.
His character was unexamined, his authority unchallenged, and his leadership unacceptable to his followers. As they say, "don't be that guy". Instead, check your ego at the door, examine your motives, understand the power of your influence, and make it your mission to invest in the people who choose to follow you. The success of your organization depends on it.
J.
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