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A Leadership Conversation

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A Leadership Conversation Harry and Elizabeth: A Leadership Conversation Contents Foreword (page 4) Carry your Wisdom Lightly (page 6) Escaping from your Own Importance (page 15) Beautiful Mistakes (page 27) The 100-year Leadership Horizon (page 33) Leadership as Stewardship (page 41) Leadership Legacy and Succession (page 48) Letting Go of Power (page 55) Never Mistake Motion for Action (page 61) He who does not trust enough, will not be trusted (page 69) The Plumbing to Poetry Leadership Spectrum (page 74) To See Ourselves as Others See Us (page 81) Escaping from Passive Leadership (page 88) Integrity has no need for Rules (page 94) A Leader’s Values (page 102) Enron: Values Free Leadership (page 111) We Don’t Have Time for Values (page 120) Don Ledingham. Ceannas: Leadership by Design © 2019 2 Harry and Elizabeth: A Leadership Conversation Time to Fire your Chief Operating Officer? (page 124) Choosing a Course of Leadership Action (page 131) Challenging the Passive Aggressive (page136) Wise Leaders Connect their Past with their Present and their Future (page 145) Leaders – First, do no harm (page 150) Loyalty is a Two-Way Street (page 156) Trust is Like an Echo (page 162) Making the Big Call (page 167) Chief Innovation Officer? (page 174) You’re not a fan of psychometric tests, are you? (page 180) Leading Innovation (page 192) A Leader’s Vision (page 200) Mission Command and Commander’s Intent (Page 209) Leadership Sincerity (page 216) Positivity (page 221) What makes a Great Team? (page 229) Don Ledingham. Ceannas: Leadership by Design © 2019 3 Harry and Elizabeth: A Leadership Conversation Foreword ‘The Integrity of Leadership: A Confidential Conversation’ draws upon conversations with senior leaders from some of the world’s most successful businesses and is underpinned by the most recent research in the field of leadership. The book builds a narrative that is intended to engage, inform and challenge the reader to reflect upon their own leadership behaviour through the power of story. “Tell me the facts and I’ll learn. Tell me the truth and I’ll believe. But tell me a story and it will live in my heart forever.” Anonymous The connecting feature of all of these conversations is the centrality of integrity to the success of inspiring, effective and sustainable leadership. For the purposes of this book integrity is defined as the living out of ethical, authentic and sincere leadership behaviour. The reality of the mentoring environment means that we can rarely access the confidential nature of these conversations. By creating two characters, based upon a synthesis of many individuals, it is possible to share these lessons in a manner that protects and defends the identity of the individual. All of the characters who feature in this book are an amalgamation of many different people and no single character is intended to represent an actual person, either living or dead (unless indicated by an asterisk). In a similar fashion the actual stories connect with multiple real-life examples to maximise the learning impact. The two central characters in the book are Harry, who is the CEO of a publicly listed financial software company, and Elizabeth, who is a retired Fund Manager who lives on Fifth Avenue, New York City. They met in Central Park, when Harry was walking his dog. They now meet for an hour every Saturday morning in Elizabeth's apartment. Don Ledingham. Ceannas: Leadership by Design © 2019 4 Harry and Elizabeth: A Leadership Conversation As their respective stories evolve over the course of 52 meetings the complex concept of integrity emerges and develops as the core element of successful leadership practice. At the end of the book an Index allows the reader to search out examples and lessons from the text without disturbing the narrative flow. Each chapter is also connected to a series of key texts that enables the curious leader to follow up the topic in more depth. WEEK 1 Carry Your Leadership Lightly I have a great friend called Harry who moved to the US over thirty-five years ago, and who is now the CEO of a global financial software company. Harry and I often correspond and speak about leadership issues in between snippets about our families. Earlier this year he told me how he had encountered one of the most extraordinary women he’d ever met. Now that came as something of a shock to me as Harry has been happily married to Ruby for thirty years and has four grown up children. Don Ledingham. Ceannas: Leadership by Design © 2019 5 Harry and Elizabeth: A Leadership Conversation However, Elizabeth is in her early seventies, having been a New York fund manager since the 1960’s and their 'relationship' is purely professional. Harry had met Elizabeth sitting on a bench in Central Park catching a moment to sit in the sun with his dog. They got talking about the weather and his dog, before eventually moving on to what Harry did. According to Harry she didn’t ask any questions but over 30 minutes he’d told her almost everything about his business, his family and the challenges he faces as a CEO. During the course of the conversation he mentioned me and my interest in Wise Leadership. This seemed to fire her imagination and she explained that she had placed ‘wise leadership’ at the heart of every investment decision she’d ever made during her career. Harry still isn’t sure how it happened, but he agreed to meet her again to talk about wise leadership and his business. That was six months ago and in that time Harry and Elizabeth have met each other every week at her apartment on 5th Avenue. Harry drops in on a Saturday morning with Jess, his faithful Border Collie. They have tea together and, according to him, he does most of the talking. Yet whenever he recounts a conversation he seems to have come away with an incredible amount in just an hour. So much so that he feels he’s changing as a leader himself in ways he would never have thought possible. I’ve been tracking their meetings from afar and Harry asked Elizabeth if she would have any objections if I were to write about their exchanges. Elizabeth said that wouldn't be a problem, as long as she and Harry were able to choose their own ‘stage Don Ledingham. Ceannas: Leadership by Design © 2019 6 Harry and Elizabeth: A Leadership Conversation names’ – so she became Elizabeth (much to her delight) and my friend became Harry. So, to their first conversation. Harry had been welcomed at the door by the Doorman who had been expecting him – it seems to be a characteristic of Elizabeth that even the smallest details are always covered. He went up in the direct elevator that opened out into a huge apartment tastefully decorated, with windows overlooking Central Park. Elizabeth had lived there with her late husband, who had been a cardiologist at one of New York’s hospitals, since the late 1980s. Every meeting starts the same way with Elizabeth bringing a bowl of water for Jess, before she brings through a tray with the teapot and china cups and pours the Earl Grey, without milk, for both of them. “How do you feel about people who don’t respect you”, she asked. Harry was a bit taken aback by the question but responded that he was confident enough about himself that he didn’t need people to show him respect. Elizabeth said nothing and thought a bit more before she said: “How do you feel if a customer seems to unfairly criticise your business?” “Now that does make me a bit angry” said Harry. Don Ledingham. Ceannas: Leadership by Design © 2019 7 Harry and Elizabeth: A Leadership Conversation “Why does it make you feel angry?” said Elizabeth. “Well, we spend so much time focusing on getting things right for customers that for someone to unfairly criticise us is not something that I can tolerate” said Harry with some exasperation. “So tell me how you deal with customers like that – and don’t be afraid to choose a situation from earlier in your career” said Elizabeth. Harry mentally skipped through his career before settling on something that had obviously upset him at the time. “I was a relatively new vice-president in the business and I had a great team of people working for me. We’d spent a huge amount of time of customer service training, connecting our behaviour with our values and always thinking about how we can put the customer’s needs first, last and always. Yet we had this one client who never seemed happy with anything we did. The client side manager would always pick up members of my team for small details that he claimed they’d got wrong. He questioned their professionalism and ultimately my own ability as a manager. Despite everything we did for him he would always focus on what wasn’t right – even if we thought it was. Eventually he wrote to our CEO complaining about me and my team and saying that he felt obliged to complain about our levels of service.” “I think I get the picture,” said Elizabeth. Don Ledingham. Ceannas: Leadership by Design © 2019 8 Harry and Elizabeth: A Leadership Conversation “Now tell me exactly how you felt about that person at that time” she said. “To be honest I felt angry and if it hadn’t been a work situation I would have told him so in no uncertain manner” asserted Harry. “And do you think he picked up on how you felt? said Elizabeth.
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