Are the Five CEO Temptations Limiting Your Leadership Potential?

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Summary:

Becoming a CEO isn’t the ultimate goal for the most successful CEOs. It is a status that they use to achieve great things, and they face ongoing temptations that threaten their potential. Here, Laura Brandenburg takes a look at the temptations in Patrick Lencioni’s Five Temptations of a CEO that can limit the potential of not only CEOs, but also anyone in a leadership position.

Leadership and authority do not always go hand-in-hand. As I discussed in my first article in this series on Seth Godin’s Tribes, organizations are looking for leaders at all levels. As we begin to take on more leadership responsibilities, regardless of whether or not we have managerial authority or the authority to make decisions, we can also learn from the books and ideas that executives read about becoming better leaders.

In Five Temptations of a CEO, a leadership fable by Patrick Lencioni, we read about the story of Andrew O’Brien, a CEO of one year, who is leading a company with “unspectacular at best” results. We meet him the night before a board meeting, the poor results of which make it clear that Andrew’s job is on the line. On his way home well after midnight, Andrew meets a man in the subway named Charlie, who teaches Andrew about the five temptations, any one of which will impact a leader’s success and all of which can be relevant to leaders at any level of the organization.

As you consider the five temptations, I encourage you to acknowledge which ones might be tempting you and, thereby, holding you back from delivering on your full leadership potential.

The First Temptation: Choosing Status over Results
The first temptation is putting your ego ahead of actually accomplishing something. This often surfaces when we view career status as more important than results. We’ve all been privy to situations where the project fails, yet we (or the project leader or the executive sponsoring the project) characterize things in such a way that even failure looks good. What does this do for the organization? Are we being honest or protecting our egos?

When Charlie asks Andrew about his proudest career moment, he answers that it was the day that he was promoted to CEO. This answer places career status ahead of results. Instead, a CEO should be driven by status to achieve something great—whether that’s opening a new service line, creating a new product, or achieving specific market results.

As you look back through your career, which milestones are most important to you—the promotions or the projects? Avoiding this temptation means that successful projects should be our proudest accomplishments and evidence that we are concerned with results, not just career status.

The Second Temptation: Choosing Popularity over Accountability
The second temptation involves wanting to be popular with your direct reports instead of holding them accountable for results. This often means you judge yourself by what other people think of you, which makes it difficult to set clear expectations and demand follow-through on commitments.

Andrew at first thinks he’s avoided this temptation because he recently fired Terry, his head of marketing. But, after further probing, it becomes clear that Andrew never set clear expectations nor held Terry responsible for his poor results during his ten months in the job. He did finally fire him, but it was a surprise to Terry. Firing someone and never having to deal with him again is a way of choosing popularity over accountability. Demanding excellent performance and dealing with the person day after day as he improves (or fails) towards incremental milestones means you might be unpopular for awhile, but you’ll be respected in the long-run.

In a project context, when a team member fails to meet a commitment, how do you handle the situation? Do you follow up and demand top performance? Do you listen to the excuses and give the team member the benefit of the doubt? Sure, there are extenuating circumstances and legitimate reasons for failing to deliver on occasion, but examining the root issues behind your own flexibility might give you a deeper insight into what’s more important to you—popularity or accountability.

User Comments

1 comment
Jim Little's picture
Jim Little

Laura this is a good set of common sense principles that many of us need to be reminded of or remind others of vigilantly. Thank you for reminding us with this well written article.

August 30, 2011 - 8:01am

About the author

Laura Brandenburg's picture Laura Brandenburg

Laura Brandenburg is a business analyst consultant, author, and mentor. She has eight years of experience across technology leadership, analysis, project management, and QA. She hosts "Bridging the Gap," a blog about business analyst practices. Laura is the author of How to Start a Business Analyst Career and the forthcoming eBook The Promotable Business Analyst. Visit her blog at www.bridging-the-gap.com.

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