When You're Out On a Limb
By Patty DeDominic
I was wrong. I’ll admit it now. But at the time, it seemed to go against everything I knew, and felt, as a CEO.
I’m talking about going out on a limb. As a leader. Should you do it? And if so, what should you do when you get there?
I’ll get to my hard-learned lesson in a minute. But first, let’s look at the issue:
High-powered and high-visibility leaders often must make controversial decisions. It’s easy to find yourself in a situation where your point of view, while valuable, is not shared by those around you. You might feel it’s your duty to go out on that limb.
I’m not talking about merely “unpopular” decisions here. I’m talking about game-changers: Big risks with superstars and/or strategic investments that hold the potential for far more than incremental progress: I’m talking about ten-fold, or even hundred-fold, growth in financials and personal impact.
Sometimes the consequences of our decisions can cost millions and make a huge difference in the world. Some leaders, like first responders, must make life-or-death decisions, so their skills, reasoning, and support teams must be the very best available.
In those situations, learn what I did: It’s not your duty to go out on that limb. In fact, if you go too far, and there’s no one there to support you, back up!
Especially in these days of political and business turbulence and risk, it is fine—indeed, it’s advisable—to retreat, even for a short time, to the safety of well-considered support. You’ll come out stronger, and more likely to succeed, if you first gather your A-Team to help you shore up your position.
As a leader, you need to get your troops behind you. You need stories, facts, and the ability to persuade them. You’re the one who needs to give them that ten-fold increase in impact, power, and contributions to positive change for their stakeholders and the public. Note that I say ten-fold increase in impact; that doesn’t necessarily mean “ten-fold increase in head-count.”
As I’d hinted above, this retreat-from-the-shaky-limb approach didn’t come easily to me. I had mentors tell me to back off if I didn’t have enough support. Ron Heifetz, one of those distinguished mentors I met in the Harvard Leadership Program (whose participants I stay in touch with to this day), also shared this perspective.
Patty DeDominic is a business coach to businesses exceeding $10 million in annual sales. Named CEO of the Year by the Los Angeles Business Journal, she also received a Lifetime Achievement Award from two United States Presidents and built, grew, then sold a 600-employee firm that is now part of a billion-dollar staffing leader.
dedominic.com or text me at 805 453 7490 to see if we can help you find more than a few hundred thousand hidden in your business. We did with 4 new clients this quarter. My goal is to help clients net one million more before year-end!