Five (not so) New Laws of Leadership

Where were you five years ago when the world shut down?

I was returning to Dallas after speaking?to Kansas City Vistage?Chair Jeff Hutsell’s groups.

Immediately upon seeing this social media post my wife and daughter admonished me to start standing six feet apart.

The next day, Friday, March 13, 2020, most of the world was locked down due to COVID-19.

Five years later, does this chapter in your life seem more distant or more recent?

A New Normal

We quickly learned new phrases like “social distancing,” “flatten the curve” and “essential business.” And new acronyms like “WFH,” “PPE” and “PPP.”

Calendars collapsed and days became Monday, Tuesday, Wednesday, Blursday.?

We drank quarantinis and regularly reminded fellow Zoomers, “You’re on mute.”

Time morphed so workdays stretched for some, while workers untethered from routines felt isolated. High performers risked burning out while those requiring structure and supervision struggled.

If you were born in the 1960s or later, the Coronavirus outbreak was “unprecedented” even though it wasn’t: The bubonic plague of the Middle Ages wiped out half the earth’s population, the Spanish influenza pandemic of 1918 infected about one-third of the world’s population, and—at its peak in the 1940s and 1950s—polio killed or paralyzed half a million people yearly, eventually claiming more than twenty million lives as it became one of the world’s most feared diseases.

So while COVID wasn’t unprecedented, it was the first time many people faced this type of pain and uncertainty and, in 2020, it affected us all. Navigating the uncertainty was tricky.

“When will the COVID lockdowns end?” ran one joke. “Don’t ask me, I’m a doctor, not a politician.”

Whether you view a situation as a problem or an opportunity is a function of mindset. President Kennedy reminded us the Chinese word for “crisis” uses two brush strokes. One brush stroke stands for danger, the other for opportunity. In a crisis, be aware of the danger—but recognize the opportunity.

Some people struggled with the loss of a loved one, the closure of a business, or the departure of valued colleagues. Others seized the opportunity to deepen relationships, experiment with new products and services or take action on long-delayed decisions.?

Most of us found a way—with the help of loved ones, friends and strong leaders—to get through it.

Five Laws of Leadership

"History may not repeat itself, but it often rhymes."?

Depending on whether you attribute this aphorism to Mark Twain (the most common and most mistaken citing) or Austrian psychotherapist Theodor Reik (the most likely source of the quote), the idea holds that over the course of time there are recurring cycles of events with some variations.

During 2020, leaders recognized their colleagues expected something more from them to help navigate the perilous and confusing times. Leaders searched history’s biggest moments for inspiration, insight and wisdom as they made big decisions affecting the lives of many. Such searches inspired me to write Decision Time.

Here are five laws of leadership that became benchmarks for how leaders led then…and now:

1. Authentic. The quality of authenticity vaulted to the top of traits people expected of leaders during the pandemic. Being real replaced faking it. People were justifiably frightened and while they wanted to be led, they wanted to be led by someone they trusted. They weren’t buying false bravado, half-truths and insincere pep talks. Strong leaders maneuvered through uncertainty by sharing (not hiding) their weaknesses, fears and failures, modeling the behavior expected of others. Leaders didn’t have all of the answers in the early days of COVID-19 and they admitted it. Authenticity comes from knowing yourself, being comfortable with yourself, knowing what matters most to you and letting people see the real you—warts and all. Abraham Lincoln was sure of himself. He harbored few insecurities and was not obsessed with power or position, which enabled him to admit errors freely, shoulder blame, learn from past mistakes and move forward. Berkshire Hathaway’s Warren Buffett says that one of the keys to great leadership is being willing to confess mistakes.

Leadership compass:

In Servant Leadership, Robert Greenleaf writes, “[People] will freely respond only to individuals who are chosen as leaders because they are proven and trusted as servants.”

2. Curious.?Study any successful company and you’ll discover curiosity is part of its formula for what Jim Collins in Good to Great calls “making the leap.” Whether it’s an appetite for learning, a spirit of inquisitiveness or simply the desire to improve, great leaders nurture curiosity in themselves, their colleagues and the organizations they lead. Leaders ask Why? and Why not? in pursuit of making things faster, easier or better. During the pandemic, the attributes of curiosity, open-mindedness and flexibility became prized leadership traits. Practices previously rejected were embraced (think telemedicine). Carving up sacred cows ignited tasty metaphorical barbecues (think firing large but abusive customers and terminating “indispensable” toxic employees). “Ideas,” said Walt Disney, “come from curiosity,” and he believed leaders should never stop questioning. Think twice about discarding a concept that may at first seem impractical, unmanageable or unattainable. Pfizer first tested a medication for heart problems that became Viagra. One of 3M’s most successful products—Post-it? Notes—sprang from the accidental invention resulting from an adhesive too weak for its original purpose in building airplanes yet perfect for use as a bookmark because it was reusable and peeled away without leaving any residue.

Leadership compass:

William McKnight, 3M’s CEO who grew the company from $264,000 to $1.2 billion, codified his beliefs in what’s known as The McKnight Principles, including the idea that, “If you put fences around people, you get sheep. Give people the room they need.”

3. Decisive. In March 2020, leaders found their world turned upside down and were calling plays without a playbook. Things that used to work no longer worked. Other things were broken. Where did you start to get things back on track? When Steve Jobs returned to Apple in 1997, Apple’s market share was 2.6 percent and falling. The advertising wasn’t working. Enormous financial losses were crippling the company. And with no breakthrough products on the horizon, Apple’s stock was at a three-year low. Steve Jobs moved decisively. In less than three weeks, Jobs examined every project at Apple, asking project leaders one by one to defend their existence. One of his first major decisions that summer was cutting 70 percent of Apple’s product line to “get back to the basics.” Leaders don’t always make the right decision. But decide they must.

Leadership compass:

Know what matters, make the hard choices and move decisively to execute. “Deciding what not to do,” said Jobs, “is as important as deciding what to do.”

4. Determined. How do you sustain your confidence against a backdrop of uncertainty? How do you exert your will on a team, an organization or even a country and persuade others to push through the hard work of implementing a plan? Queen Elizabeth ascended to power against a backdrop of religious turmoil, staggering government debt, and threats of invasion from France and Spain. England was isolated and vulnerable. Elizabeth was determined to deliver peace and a stable government. By all accounts she succeeded, expanding Britain’s naval advantage, defeating the vaunted Spanish Armada that threatened invasion, establishing an English church that helped shape a national identity and remains in place today, and creating a culture where English drama flourished. During the Elizabethan era, England took its place at the head of European powers.

Leadership compass:

Queen Elizabeth’s determination was fueled by her own intelligence and self-confidence, following a policy of moderation, taking carefully calculated risks, asking for advice from a small group of trusted advisors (her Privy Council) and adhering to a motto of video et taceo?(“I see and keep silent”).

5. Connected. Leaders must address uncomfortable truths, and there were plenty during 2020. Talk alone won’t triumph over terror, but how you frame reality speaks volumes about you as a leader. Knowing your audience then matching the moment with your beliefs is the essence of connection, compassion and storytelling. Winston Churchill knew the British people expected to hear the worst and spoke bluntly of hardship and suffering while injecting adrenaline-soaked courage into his countrymen. Lincoln’s Gettysburg Address validated the Union’s cause. MLK’s “I Have a Dream” speech painted a vision of a better America. George Washington thwarted the Newburgh conspiracy among his officers who were angry at not being paid by interrupting a meeting where a revolt was being discussed. He produced a letter from a Congressman, looked at it without speaking then removed a pair of glasses from his pocket (which few had seen him wear) and said, “Gentlemen, you will permit me to put on my spectacles, for I have not only grown gray but almost blind in the service of my country.” That moment and the words that followed reminded his officers of Washington’s sacrifices in the service of his country and quelled the mutiny.?Leaders help people to stay focused on a common goal.?

Leadership compass:

People expect to hear from leaders, especially in times of crisis. What you say (and what people hear) depends on your connection with them. Preparation is vital. How will your personal conviction shine through?

What did you learn about leading during 2020 that continues to inform how you lead today?