WHEN LEADERSHIP GOES WRONG

Leadership is a fascinating subject, not just the source of many intriguing biographies but also corporate case studies and political histories and military campaigns and religious movements and … well, feel free to add to the list. We’ve all been in places where we’ve worked with admirable leaders, as well as places where we’ve suffered – perhaps even leaving in despair.

Outstanding leadership is, of course, a rare and wonderful occurrence. Mediocre is, by definition, the norm. And then there’s the kind that worms itself into position and sets about doing destruction.

Lately, I’ve been reflecting (again) on the last one. Not just inept, but destructive. I can work around one, but the other one makes for an impossible situation. Think Moby Dick.

It doesn’t always start off as badly as I’ve portrayed. Sometimes the individual begins gangbusters, doing everything right, before something goes seriously wrong. The person may simply burn out or lose interest. Conditions may change, so that the fit no longer works to the organization’s advantage. (Corporate organizational consultants have elaborate charts of the qualities needed for a startup versus a maturing company, or one shifting from private ownership to a public stock offering or the reverse.) Sometimes the person is fine for when everything’s going smoothly but has no ability to adjust for necessary – and often painful – restructuring, especially when layoffs and shutdowns are involved. Or there may be a buried demon that is let loose somewhere along the way, perhaps triggered by a divorce or death or temptations such as greed or power-hunger or sheer arrogance or flawed leadership techniques such as bullying and abuse or deep-seated insecurity or an untamed ego or, well, again the list goes on. Feel free to add or amplify. This, too, is a source for many great works of literature, operas, plays, and movies. The dark side comes forth.

My big question is whether an organization reacts in time to save itself, and what steps can be taken before it’s too late.

One of the first signs of trouble is the departure of key personnel, often lower-level individuals on the front line – or at least a failure to hear their complaints without retaliation. Sometimes it’s flight at some of the highest levels. After all, their jobs are at stake.

Usually, however, the awareness comes later.

The New York City Opera, for instance, appointed a new CEO whose brief tenure was disastrous. His flamboyant, extravagant vision for the company sent it straight for the cliffs, and the trustees’ decision to terminate his reign ultimately came too late to prevent the train wreck. This was a company, we should note, founded by visionary leadership that continued through several administrations. RIP.

I’m thinking, too, of situations where one of the top leaders engages in clandestine conflict – often backstage, one-on-one building alliances – that’s ego-based to the detriment of the organization. Commonly, the player lacks an appreciation for the culture and values of the organization and seek to turn it toward his or her own goals, including self-power enhancement, regardless of the trustees’ projections. Removing such a toxic manager, however necessary, produces ill feelings and misunderstanding all around, especially when the others are prevented by legal constraints from speaking openly of their underlying reasons.

Sometimes I think it’s a miracle organizations get anything done, top to bottom or, more accurately, bottom to top. There’s far more to leadership than barking orders, for sure, or undue frugality. I’d put mutual understanding high on my list of leadership qualities.

How about others?

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I looked at something similar – good bosses and bad – back on June 28, 2013. To take a look, just click here.