The Hindu Business Line : Leadership lessons from treacherous treks

People want the truth, no matter how bad or ugly, write Chris Warner and Don Schmincke in High Altitude Leadership ( www.josseybass.com). “They know the bad news already. They just want to see if their leaders have the courage to acknowledge it.”

As with peaks, it needs bravery to face the facts, the authors observe, drawing lessons from the world’s most forbidding heights. “Fear of failure or fear of consequences like retaliation, being ostracised, being blamed, or looking bad to the boss, propels cowards into the tent of safety.”

High altitude leaders are different. They push the limits of performance. “We’re not talking about recklessly pursuing stupid risks, but instead generating a courageous culture – one where employees speak the truth and expose the real issues about failing projects, political infighting, weak management and unpopular but real market shifts,” clarify Warner and Schmincke.

Unfortunately, however, some managers don’t realise that people are smart. “Employees can see through upper management’s intentions.” Throwing motivational speeches at people when what they need is honesty is ludicrous, the authors find. “Telling the truth and not holding back can rally people to move through the discomfort, and push through to the summit.”

Apart from ‘cowardice’ there are seven other dangers that the book discusses at length. Such as, comfort, which can sabotage greatness. “You look like a genius when you have lots of cash, an abundance of time, and an easy agenda with minimal risk,” the authors describe.

“Unfortunately, many leaders find out too late their people weren’t saying ‘Yes, I’m committed!’ but instead were really saying, ‘I’m committed as long as it’s fun, easy, and I don’t have to sacrifice anything.’ Everybody’s committed when it’s comfortable.”

You only grow when you’re putting yourself in uncomfortable positions and taking on new challenges, advise Warner and Schmincke. “High performers are used to being uncomfortable. Many get nervous when things get too comfortable for too long.”

Watch out for politeness, the evil offspring of comfort! “It seduces managers to treat the symptoms while avoiding the real problems, to confuse activity with results, and burn cash faster than your company can handle.”

Another danger is ‘arrogance’; this occurs when overconfidence infects you. “It chokes the oxygen supply to your brain as you hallucinate about your own greatness. Meanwhile, reality slowly fades away…”

Arrogant leaders ignore warnings on mountains and in boardrooms, the authors bemoan. “Their destructive self-absorption as they pursue ego-centric dreams is only exceeded by the damage they leave behind by putting others at risk.” Leaders, who avoid accountability for their actions – as in Enron, WorldCom and Arthur Andersen – ‘slide down the slippery slope of arrogance quickly, taking with them as many bodies as possible.’ The survival tip to counter arrogance is simple: humility.

Mandatory read if you are aiming at the heights.

D. Murali

BookPeek.blogspot.com

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Leadership lessons from treacherous treks