The Motive

1. Leadership is a privilege, not a reward

"Leadership is a privilege," he announced. "It shouldn't be seen as something sacrificial. It's a joy."

Reframing leadership mindset. This perspective, shared by exceptional leaders like Alan Mulally, fundamentally shifts how one approaches leadership. Instead of viewing it as a burden or a reward for past efforts, it becomes an opportunity to make a positive impact. This mindset fosters a sense of gratitude and purpose, driving leaders to embrace their responsibilities fully.

Contrasting common views. Unfortunately, many leaders today see their role as a right or reward, leading to a self-centered approach. This attitude can result in neglecting important duties and prioritizing personal comfort over organizational needs. Recognizing leadership as a privilege helps align a leader's actions with the best interests of their team and organization.

2. Two motives drive leadership: serving others or seeking personal gain

At the most fundamental level, there are only two motives that drive people to become a leader.

Serving others. The first motive is a genuine desire to serve others and contribute to something greater than oneself. Leaders with this motivation:

• Prioritize the needs of their team and organization
• Willingly embrace sacrifices and challenges
• Focus on long-term success and growth

Seeking personal gain. The second motive is centered on personal rewards such as status, power, and financial benefits. Leaders driven by this motivation:

• Tend to avoid uncomfortable or tedious tasks
• Prioritize activities that bring personal recognition or enjoyment
• May neglect crucial responsibilities that don't align with their interests

Understanding these motivations is crucial for both aspiring and current leaders to evaluate their approach and its impact on their organization.

3. Reward-centered leaders avoid crucial responsibilities

When leaders are motivated by personal reward, they will avoid the unpleasant situations and activities that leadership requires.

Neglecting essential duties. Reward-centered leaders often sidestep crucial responsibilities that don't align with their personal interests or comfort. This avoidance can lead to:

• Lack of direction and guidance for team members
• Unresolved conflicts and miscommunications
• Missed opportunities for organizational growth and improvement

Long-term consequences. While avoiding uncomfortable tasks may seem beneficial in the short term, it ultimately harms both the leader and the organization. Team members may lose trust and respect for a leader who consistently prioritizes personal comfort over organizational needs. This can result in decreased morale, productivity, and overall performance.

4. Developing the leadership team is a critical CEO responsibility

If people on a leadership team don't believe that the leader sees team development as one of his or her most critical roles, they're not going to take it seriously, and it's not going to be effective.

Personal involvement required. CEOs must actively participate in team development, rather than delegating it to HR or other departments. This involvement:

• Demonstrates the importance of teamwork to the entire organization
• Ensures alignment of team goals with overall organizational objectives
• Fosters a culture of continuous improvement and collaboration

Practical approach to team building. Effective team development goes beyond superficial activities:

• Focus on improving interpersonal dynamics and communication
• Address conflicts and misalignments promptly
• Engage in challenging conversations to drive personal and collective growth
• Regularly assess and refine team processes and performance

5. Effective management requires active engagement, not hands-off trust

Managing someone is not a punitive activity, nor a sign of distrust. And it doesn't change based on a person's seniority or tenure.

Redefining management. Many leaders mistakenly equate management with micromanagement or distrust. In reality, effective management involves:

• Providing clear direction and alignment with organizational goals
• Regular check-ins to identify and address potential obstacles
• Coaching and supporting team members' growth and development

Cascading responsibility. Leaders must not only manage their direct reports but also ensure that those executives are effectively managing their own teams. This creates a culture of accountability and continuous improvement throughout the organization.

6. Difficult conversations are essential for organizational health

One of the main responsibilities of a leader is to confront difficult, awkward issues quickly and with clarity, charity, and resolve.

Overcoming discomfort. Many leaders avoid difficult conversations due to personal discomfort or fear of conflict. However, addressing issues promptly is crucial for:

• Maintaining a healthy organizational culture
• Preventing small problems from escalating into major issues
• Fostering trust and respect among team members

Joyful accountability. Leaders like Alan Mulally demonstrate that difficult conversations can be approached positively:

• Frame feedback as an opportunity for growth and improvement
• Maintain a cheerful and supportive attitude while addressing issues
• Provide clear consequences for unchanged behavior, allowing individuals to make informed choices

7. Meetings are the arena where leadership is most visible

What is the best place to observe a leader? That's right—a meeting.

Reframing meeting importance. Many leaders view meetings as a necessary evil, but they are actually the primary arena for leadership:

• Critical decisions are made during meetings
• Team dynamics and communication patterns are most visible
• Leaders can demonstrate their ability to facilitate, guide, and inspire

Cascading impact. The quality of executive-level meetings sets the standard for the entire organization:

• Effective meetings at the top inspire better meetings throughout the company
• Poor meeting habits can lead to widespread inefficiency and disengagement
• Leaders who prioritize meeting effectiveness signal its importance to all employees

8. Responsibility-centered leaders embrace discomfort for growth

There is one thing in your book The Advantage that I disagree with, Pat. It's the part where you say that leadership requires suffering.

Changing perspective on leadership challenges. While Alan Mulally disagreed with the notion of leadership requiring suffering, his approach demonstrates the importance of embracing challenges:

• View difficult tasks as opportunities for growth and impact
• Recognize that addressing uncomfortable situations leads to long-term benefits
• Cultivate a mindset that finds joy in overcoming obstacles and serving others

Personal growth through responsibility. By accepting and even seeking out challenging aspects of leadership, leaders can:

• Develop greater resilience and problem-solving skills
• Build stronger relationships with team members through shared experiences
• Create a culture of continuous improvement and adaptability

9. Changing leadership motives can transform organizational success

You can either rethink your attitude about team-building and embrace it as the practical, indispensable discipline that it is, or you can accept that the organization you lead will never come close to reaching its full potential and that your team members will suffer unnecessarily.

Recognizing the need for change. Leaders must honestly assess their motivations and behaviors to identify areas for improvement. This self-reflection can lead to:

• Greater awareness of how personal motives impact organizational outcomes
• Increased willingness to embrace uncomfortable but necessary responsibilities
• A shift from a reward-centered to a responsibility-centered leadership approach

Organizational transformation. By changing their leadership motives, executives can:

• Foster a more engaged and aligned team
• Improve decision-making processes and outcomes
• Create a culture of accountability and continuous improvement
• Ultimately drive better organizational performance and success

Last updated: July 21, 2024