LEADERSHIP MYOPIA: How Far Can You See?

“The problem with myopic leaders is their perceived brilliance is so blinding it obscures their vision."

-A Great Leader?

?"The worst disease which can afflict executives in their work is not as popularly supposed, alcoholism; it’s egotism.”

-Harold Geneen, ITT

?We have all seen them. The tactically excellent leader with significant accomplishments who truly believes he/she knows best for the organization, yet has a limited view of its future, many times because of his/her understanding of what strategic means, as well as a limited background and experience. Typically, this kind of leader receives excellent reviews. So, what could be lacking??Sometimes it’s undefinable: lack of experience or passion. Mostly, I think it could be a lack of humility and generosity of spirit, or the not invented here syndrome. “Not my idea? Not interested.”

?Know What You Don’t Know?

In fact, good, even great leaders understand what they don’t know, surrounding themselves with people who can augment and contribute to their organizational leadership. Myopic leaders are confident that they know enough when they certainly do not. The leader who is bound and determined to add new, diverse young members to his executive staff without giving any consideration to older, significantly accomplished senior leaders-men and women- with a plethora of experience and international reputations for leadership. The answer is somewhere in the middle. Heck, I struggle with it daily. Just ask me about myself, give me an hour, and I’ll tell you chapter and verse how I led the organizational charge to victory. I remember a couple of lines from John Steinbeck’s East of Eden: “You can boast about anything if that’s all you have. Maybe the less you have the more you’re required to boast.” I’ve seen this played out in any number of real-life scenarios. A retired executive with a track record of accomplishment-including delivering half a billion dollars to her company, with much of that accomplishment based on her superior networking and relationship ability, and many years of experience, tries to give her 30-something daughter advice on getting a job after being furloughed in the pandemic. Her daughter isn’t interested in the woman’s advice. She?‘knows’ better…and she’s still looking.?

?Remember the Alamo?

As a student of Texas history, the myopic leader problem reminds me of Jim Bowie’s decision in February,1836 to stay and defend the Alamo against the overwhelming forces of the Mexican dictator: Santa Anna. Sam Houston, the newly appointed general of the tiny Texan army, sent Bowie to destroy the Alamo so Santa Anna couldn't use it as a defensive outpost. Bowie ‘knew better’ so he decided to remain and defend it. We all know how that ended.

?Myopic Origins

Many times, I wonder why there are so many people in leadership positions with this issue. Is it about loss of control in a traumatic family-of- origin situation? Low self-esteem? A perceived lack of respect? “Mysteries of the mind” as the self-help guru, Jim Rohn, used to say. In most cases, the culprit is a weak ego parading as a strong one. Anytime you see the leader even hint at what he/she has done-whether blatant or the newly coined “humble brag,” that is a signal. Now don't get me wrong. There are thousands of great leaders in corporate, public service and non-profit. And these leaders do amazing things. I understand that there is immense pride in their accomplishments, especially if they have been through their own excruciatingly difficult path to success. But it is the very rare breed of leader who can keep his/her mouth shut, remaining in the background despite admirable, noteworthy accomplishments-even on a national level-who does not feel the need to light up the social media world announcing his/her part in the process. I’ll take the ‘strong silent type’ every time. I am close friends with a nationally recognized fire chief. Having experienced a successful career as fire chief for three departments, he has a resume of accolades that would choke an elephant. He’s led international fire service organizations, written any number of textbooks used in colleges across the country, created and led cutting-edge national safety organizations. I have never heard him one time- ever- talk about any of these accomplishments and awards. Not once! Now that is the kind of leader, we can all seek to become. I will probably never get there but at least I can still admire him, and sometimes, try to emulate him.

?Start with Mission

Whenever I become entangled in some of these, and any other issues, I step back to review the organizational mission word for word. What does it mean now and where could it take us in the future? Who are we, what do we represent and what are we trying to achieve? Next, who are the best people to bring us that future? What is the configuration of our team, especially the leadership team? Is it diverse, reflecting the population or clients we serve, at every level? Diversity today is not something to which we pay lip-service. It is the essence of who we are. There are many kinds of diversity besides ethnicity or sexual preference. I grew up in 50’s Oklahoma, living in the daily fear of antisemitism from my peer group and not just as a child, but through college, career and continuing to this very day. After my parents’ divorce when I was six, my mother had the first of three nervous breakdowns when I was 14, I was then raised by a loving and strict Black woman-my mother's best friend- who taught me how to be the best man I could. If you didn’t know that you’d think I was just an ‘old white guy,’ right? My adult daughter is a creative executive with a Fortune 100 company. I see her struggles every day, and my heart goes out to her having to deal with the vestiges of prejudice that most men don’t even know they’re practicing. But I see her rise regardless of these issues. ?The responsibility of the leader is to find the very best team possible, to achieve the mission of the organization. Diversity only for the sake of diversity is not a good reason for it. I don’t know the entire answer, but I do know if I can understand the history, knowledge and skill set of each team member I can widen my perspective, not narrow it, and seek to build a better team because of these critically important considerations.

?The Leader’s Job is to Get the Job Done

As the leader my job is to get the job done according to the organizational values, mission and vision. Technical ability and experience go only so far. It is not enough for the high ground of leadership. I want to know what is driving each team member and how he/she makes the greatest contribution to the mission. I look for skill and leadership excellence coupled with generosity of spirit.?

?Always Question Your Motives?

Most importantly, I need to be able to question my motives for acting and reacting to actions and statements that are made to me directly. If I become angry or offended, or become defensive, what is it in me or my history that’s causing me to have a less than diplomatic, understanding and kind response? If I can’t find anything, it is only then that I can see the other person owns at least part of the problem. But as a leader I still have the responsibility of dealing with it. None of us is perfect. Don’t you think it’s time we acknowledged it?

?Servant Leadership is Leadership

That last one is a hint of a potential servant leader: the exact opposite of a myopic one. Can a myopic leader become thoughtful, wise and judicious? Certainly, with a few good mentors, a good coach, and a desire to passionately grasp the essence of the organizational mission; and the ability to become self-aware. Most of us can’t see ourselves, yet we must try, or ask others to point out our blind spots and defects. It’s the toughest kind of ‘surgery,’ but if we’re going to the high ground of servant leadership, that’s the rocky path we must take. Anything else is myopic. If you are brave enough to expose yourself with the right attitude your future as a leader will find you. You’ll never need to search for it.