Comments on: The lengthened shadow of the leader http://managingleadership.com/blog/2007/10/15/the-lengthened-shadow-of-the-leader/ The strategic role of the senior executive Mon, 13 Oct 2008 14:42:25 +0000 http://wordpress.org/?v=2.6.1 By: Book Review: Liberal Fascism | Managing Leadership http://managingleadership.com/blog/2007/10/15/the-lengthened-shadow-of-the-leader/#comment-6028 Book Review: Liberal Fascism | Managing Leadership Fri, 16 May 2008 16:46:12 +0000 http://managingleadership.com/blog/2007/10/15/the-lengthened-shadow-of-the-leader/#comment-6028 [...] Recall that one prominent and influential guru actually argues that the very organization should be so structured as to give the most effective expression possible to the “musings” of its leader. Anything ringing a bell here? How might we describe such a corporate culture, were it a regular society, wherein people submerge their individual abilities into a collective spirit of “followership” in order to express the “leader’s” ineffable genius? [...] [...] Recall that one prominent and influential guru actually argues that the very organization should be so structured as to give the most effective expression possible to the “musings” of its leader. Anything ringing a bell here? How might we describe such a corporate culture, were it a regular society, wherein people submerge their individual abilities into a collective spirit of “followership” in order to express the “leader’s” ineffable genius? [...]

]]> By: Why you cannot pick leaders based on leadership characteristics | Managing Leadership http://managingleadership.com/blog/2007/10/15/the-lengthened-shadow-of-the-leader/#comment-2772 Why you cannot pick leaders based on leadership characteristics | Managing Leadership Wed, 09 Jan 2008 12:52:20 +0000 http://managingleadership.com/blog/2007/10/15/the-lengthened-shadow-of-the-leader/#comment-2772 [...] The lengthened shadow of the leader [...] [...] The lengthened shadow of the leader [...]

]]> By: Why leadership characteristic lists do not create leaders - Part One | Managing Leadership http://managingleadership.com/blog/2007/10/15/the-lengthened-shadow-of-the-leader/#comment-2769 Why leadership characteristic lists do not create leaders - Part One | Managing Leadership Wed, 09 Jan 2008 12:38:37 +0000 http://managingleadership.com/blog/2007/10/15/the-lengthened-shadow-of-the-leader/#comment-2769 [...] The lengthened shadow of the leader [...] [...] The lengthened shadow of the leader [...]

]]> By: The basic assumptions in the concept of individual leadership | Managing Leadership http://managingleadership.com/blog/2007/10/15/the-lengthened-shadow-of-the-leader/#comment-2765 The basic assumptions in the concept of individual leadership | Managing Leadership Wed, 09 Jan 2008 12:04:15 +0000 http://managingleadership.com/blog/2007/10/15/the-lengthened-shadow-of-the-leader/#comment-2765 [...] The lengthened shadow of the leader [...] [...] The lengthened shadow of the leader [...]

]]> By: Jim Stroup http://managingleadership.com/blog/2007/10/15/the-lengthened-shadow-of-the-leader/#comment-1417 Jim Stroup Tue, 16 Oct 2007 15:33:24 +0000 http://managingleadership.com/blog/2007/10/15/the-lengthened-shadow-of-the-leader/#comment-1417 That's right - and it's also, perversely, who so many subordinates discourage their bosses bypassing them to go to the source - whether their own juniors or the raw data - on the argument that the CEO's doing so would undermine their authority or diminish their ability to perform - even the rationale for - their role. So, many managers at the echelon below the boss perpetuate his or her isolated arrogance because it serves their own interests. And, as you say, the best CEOs find ways to evade that. When I was a lietenant in the Marines, I served as a training officer for a while. One day I got a call from Regiment - they had gotten a call from Brigade HQ: the general seemed to have snuck out of his office w/o the usual bow-wave of warning phone calls - he was prowling around unsupervised: get the word out to the units! I always admired that general's initiative. Thanks again for your visit, your kind comments, and your insigtful observations. That’s right - and it’s also, perversely, who so many subordinates discourage their bosses bypassing them to go to the source - whether their own juniors or the raw data - on the argument that the CEO’s doing so would undermine their authority or diminish their ability to perform - even the rationale for - their role. So, many managers at the echelon below the boss perpetuate his or her isolated arrogance because it serves their own interests.

And, as you say, the best CEOs find ways to evade that.

When I was a lietenant in the Marines, I served as a training officer for a while. One day I got a call from Regiment - they had gotten a call from Brigade HQ: the general seemed to have snuck out of his office w/o the usual bow-wave of warning phone calls - he was prowling around unsupervised: get the word out to the units!

I always admired that general’s initiative.

Thanks again for your visit, your kind comments, and your insigtful observations.

]]> By: Wally Bock http://managingleadership.com/blog/2007/10/15/the-lengthened-shadow-of-the-leader/#comment-1415 Wally Bock Tue, 16 Oct 2007 14:34:27 +0000 http://managingleadership.com/blog/2007/10/15/the-lengthened-shadow-of-the-leader/#comment-1415 Lord Acton was right. Part of the reason is that it's highly dangerous to speak uncomfortable truth to the bosses above you. Chris Hill, currently chief US negotiator with North Korea, was interviewed on Charlie Rose and one of his comments has relevance here. Hill was remembering dealing with Slobodan Milosevic. Hill said they would make progress with him, and then negotiations would recess for a couple of weeks and Milosevic would go home. There all he heard was how wonderful, great and wise he was. The result was that he was more difficult when he returned to the negotiating table. From the top perspective, it's hard to believe in your own human fallibility when everyone is telling you that you're great and every report is filtered to give you the best news possible. That's why great CEOs seem to find ways to assess reality that don't involve their subordinates. Lord Acton was right. Part of the reason is that it’s highly dangerous to speak uncomfortable truth to the bosses above you.

Chris Hill, currently chief US negotiator with North Korea, was interviewed on Charlie Rose and one of his comments has relevance here. Hill was remembering dealing with Slobodan Milosevic. Hill said they would make progress with him, and then negotiations would recess for a couple of weeks and Milosevic would go home.

There all he heard was how wonderful, great and wise he was. The result was that he was more difficult when he returned to the negotiating table.

From the top perspective, it’s hard to believe in your own human fallibility when everyone is telling you that you’re great and every report is filtered to give you the best news possible. That’s why great CEOs seem to find ways to assess reality that don’t involve their subordinates.

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