How to Serve Up Some Intellectual Humility, John McEnroe Style

I grew up during an era when the world knew John McEnroe as a world-class and often hot-tempered tennis player, but apparently the hall-of-famer has mellowed with age.

Those in the younger generation, in fact, might know him best as the primary narrator of “Never Have I Ever,” an edgy teen life comedy drama on Netflix. McEnroe plays a fictionalized version of himself — the (usually) gentle yet slightly gruff off-screen voice of the main character’s guide.

The seven-time Grand Slam singles champion also serves as a tennis analyst for ESPN and can be found making jokes while playing and promoting pickleball, so he still holds the Baby Boomer audience as well.

I play pickleball from time to time, but if I played regularly, I’d enjoy a match against McEnroe. After all, McEnroe played an off-screen role as a voice that helped me earn my MBA. Maybe I could score points with that story even if I’m unable to score points on the court.

When I was 24, I decided I needed an MBA to complement my degree in accounting and better position me for executive leadership roles. So I applied to the program at Harvard Business School, and, miracle of miracles, I got in.

Why Harvard Business School (HBS)? Well, as I recalled on a recent episode of the Boundary Breakers podcast with Brandon Ansley, I envision the MBA process sort of like playing tennis. If I played every day with a buddy, my skills would soon reach a certain plateau. But if I were playing every day with John McEnroe, I would get significantly better. I’d never be a pro, but my peak level would be way higher.

At Harvard, I figured I’d learn plenty from great instructors, but I also knew the other players would be such high-level leaders that I’d have to up my game to keep up with them. And as it turned out, one of the most important lessons I learned at HBS had nothing to do with business strategy or management but with the value of intellectual humility.

We were given a case study to read prior to the first day of class, for instance, and I’ll never forget what happened when the time came to discuss what we’d read. About 70 hands shot in the air, all eager to give their well-reasoned interpretation of the case in question!

I immediately realized I was playing on a court full of John McEnroes. If I’d lobbed a weak shot over the net, there’s no doubt it would come right back at me at 100 miles per hour!

Two lessons stick with me to this day from my experience at HBS.

One, surrounding myself with the best players brings out the best in me. I have a competitive nature, and excellence in others motivates me to deliver my best, whatever that might be.

Never miss a?post?about leadership, transparency, and trust?by signing up for my weekly mailing list, delivered right to your inbox. Sign up here.

Two, leadership isn’t about being the smartest person in the room. I knew I wasn’t the smartest person in my HBS class any more than I would be the best tennis player (or pickleball player) if I competed against John McEnroe. I would win plenty of matches, however, with McEnroe as a partner!

Surrounding myself with smart people, especially those with expertise I lacked, was one of the main reasons the teams I led in business had so much success. But I had to be willing to learn from them and let them excel in their roles, even if that meant I did less or got less credit. That never happens if you lead with your ego, but it shines when you have intellectual humility.

Like McEnroe, I’ve mellowed some through the years. I don’t take failures or setbacks nearly as hard as I did when I was younger. It’s not about being right all the time or having others recognize that I’m right. It’s about getting the most out of myself and helping others get the most out of their performances. Then we all get to win together.