There is a particular approach to individual leadership, peculiar to the United States, that is decidedly overwrought in its approach to the subject. It – perhaps, but perhaps not, inadvertently – promotes an inwardly-focused, self-congratulatory view of one’s self as an essentially singular creature, one meant to work great wonders, to the slack-jawed admiration of the rest of us.
But there appears to be very little real, objectively valid, evidence of any good – rather the reverse – visited upon organizations or their members by practitioners or advocates of this style of individual leadership. And the proof of this pudding may very well be in the attitude of some of these advocates about – not their subjects, but themselves.
For example, some little while ago a highly regarded leadership guru – the sort who has advised everyone from Fortune 100 CEOs to Presidents – wrote a new book. I am not a fan of this particular expert, whose views seem to me to migrate all over the map with more sensitivity to the prevailing winds than the underlying terrain; indeed, the new book only supports this concern, and is at once simplistic and banal into the bargain.
And yet, during a promotional interview, the author volunteered, unprompted, that it was the most difficult book he had written yet; it took the most out of him.
Honestly. What is that supposed to mean? Did his spell-checker break down? Did he have to write it long-hand, for some reason?
Or are we to believe that the deeply sensitive soul of this seeker after the truth was nearly rent asunder by the profound challenges bravely confronted by this fragile but dauntless pilgrim?
Please. Must we make a myth of the myth-maker? Who or what, exactly, is being marketed here? And who among we potential readers will have our hearts go all a-flutter upon hearing of the epic tribulations of this heavenward gazing, chin-stroking leadership muse, causing us to rush out, buy the book, and drink from the deep well of leadership learning this intrepid diviner has assayed for us?
If you believe in the notion of exceptional individual leadership, fine. I have my own objections, but you are certainly in good company (the likes of the above notwithstanding), with plenty of evidence to support your case.
But isn’t your confidence shaken just a little by the sort of truly juvenile self-absorption demonstrated by proponents such as these? Do you not fear that such instincts might suggest problems with the argument putatively being made, or do you assign them merely to the arguer?
We’ll take another look at this issue, from another angle, tomorrow. Please do stop by.
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Today’s tip: Speaking of sorting through stupefying sentiments, please see why Jamie Notter says “Those of us outside the bubble are incredulous” about simple-minded approaches to strategic planning and best practices.
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Technorati Tags: United States, leadership, guru, CEO, individual leadership, Jamie Notter, strategic planning, best practices
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7 Comments
Wow, Jim, whoever this guy was, he sure wound you up:-)
But I can see why, and I sometimes wonder if we are ever going to see an end to furrowed brow, chin-stroking, angst-ridden celebrity-worship of alleged Masters of the Ultimate Corner Office.
I’ve had the chance to work closely with some of the CEOs of Fortune 50 companies. I would describe each as roll-up-your-sleeves, lets-look at-what-we’ve-got-to-do kind of folks. Each was well-known, with his actions written up regularly in business pubs. But I can’t say that any of them paid much attention; they were too busy going to work and managing every day.
I sometimes wonder if the kind of hand-wringing displayed by your writer comes more from a voyeuristic sense of hero worship than a desire to understand what really makes a business tick.
Can’t wait for the next post. . .
Aw, Jim, you need to stop eating those sour grapes. How in the world can you fault a guy who toiled day and night to offer up his brilliant take on what makes, and the value of, rock star CEOs? Do you not recognize the enormous service this author performs by producing reams of leadership pap du jour, which frees up folks like you and Steve to get on with the real work? Goodness, what does one need to do to bask in your approbation?
Hi Steve,
I’m very glad you chose this opportunity to note your own experience with actual CEOs, including those who head major businesses. My own experience is largely comparable – people who head government agencies, military organizations, NGOs, or privately- and publicly-held companies of all sizes all around the world do indeed mostly turn out to be about the work rather than themselves. Most people who survive to thesee levels (sadly, not all) have learned to look past the bunk. It’s worthwhile for people to know that.
This post is about those who believe they understand such CEOs, and who want to influence managers entering the field or on the way up.
Your suggestion that authors like that are voyeurs seeking to associate themselves intimately with what they view – or promote – as celebrity individual leaders is right on the money – an aspect of the problem I hadn’t considered. I think it is especially disturbing to see such people elevate their own profile above that of the subject they presumably have devoted themselves to understanding and explaining.
Thanks, as always, for stopping by and adding your experience and insight!
Hi Miki!
You know what? I’ll bet you could submit your comment to the author as a blurb for his book, and it would be assumed to be sincere – might even make it onto the book.
Thanks!!
Hey! It is sincere! Especially the comment about pap du jour:)
Hey Jim. Thanks for the link love. A blogger on Acronym (blog of the American Society of Association Executives) has asked for a comment debate about strategic planning. Some interesting comments. http://snurl.com/3kt8u
Hi Jamie,
My pleasure – they were great posts.
Thanks for the link to the very interesting discussion on the value of strategic planning – I look forward to reviewing it in detail – very good debate, just what venues like these are all about – thanks!
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