Leadership lessons from “The Intern”

(Big thanks to Anupriya Mohta for critiquing & editing the write up)

The Intern is one of my all time favorite movies; I have watched it multiple times - in cinema halls, on cable TV, flights, airport waiting areas, train journeys, vacations etc - pretty much everywhere I could. While I enjoy Anne Hathaway and Robert Di Niro’s performance in the movie, I realized one of the reasons why I thoroughly enjoyed it was because, in many ways, I aspire to be like the leader Ben Whittaker - the aged intern, is in that movie.

When I expressed this to a few folks, they were surprised that I felt Ben Whittaker was a leader, when in fact, it was actually Jules Ostin the firebrand CEO who leads “About the fit” from the front? Why is it then Ben the leader I aspire to be?

Here is my take of leadership lessons one can learn from the Ben Whittaker.

Stay curious

“Ben: The key is to keep moving. I read once, musicians don't retire. They stop when there's no more music in them. Well, I still have music in me, absolutely positive about that”

Ben Whittaker decides to go for an opportunity in a e-commerce firm and for that he learns how to create a video resume, upload it on the internet - he pushes himself to do what it takes by learning new things to do.

Leaders don’t sit and wait for something to come along. They find new problems and create opportunities. A key hallmark of current day leadership also is to break blockers by acquiring new skills and then using them to your advantage. Learning new skills, at any stage in your life often keeps leaders on their toes and gives them a much needed boost, during tough times. And Leaders are always excited about what could come next and challenge their own complacency.

Titles don’t matter

“Ben: Hi, Jules, I'm Ben, your new intern.

Jules: I'm glad you also see the humor in this.

Ben: It would be hard not to.”

Intern is a title today’s business school interns tend to shy away from - it doesn’t feel as meaningful and is often associated with ‘coffee runs.’ . Here is Ben, who is an accomplished, retired VP returning to his old office as a willing intern , ,without bothering about the title. Note that it is not because he is desperate to make a quick buck, and it’s certainly not because he can’t find anything else worthwhile to do.

Leaders find new and exciting things to do and don’t pay attention to fancy titles. They know that what matters is what they do, how they do it and how they feel about it.

Seek comfort in ambiguity

“Ben: Looks like I'm gonna be a personal intern.

Colleague: Nice. To?

Ben: Jules Ostin

Colleague: Unfortunate. Hang in there.’

“Jules: I'm not gonna have a lot for you to do. That's the truth. And you being assigned to me is kind of just for me to set an example for the rest of the team […….] If you requested a transfer, we can make that happen. If that's what you'd prefer. You'll be happier, believe me. I am not so fun to work for.

Ben: That's what I gather, but I can get along with anyone, and I'm here to learn about your world, give help where I can, so...

Jules: So, you don't wanna transfer? Okay. Well, then looks like you're stuck with me. I will email you when I have something for you to do.

Ben: Great, I'm excited. Or I could just stop by a few times a day, check in...

Jules; I'll email you”

When Ben walks into the office and is being tagged to the CEO, most of the current employees give him the pitiful,  “It will be alright” look. For the first couple of days, he has nothing to do, his new boss barely gives him two minutes, is almost dismissive of him and finds it ironical that he is an intern working for her and tries to push him away. But through this, Ben remains unfazed. He gets up in time, dresses up, and comfortably settles in his chair - not worrying that he doesn’t have a role definition or a set of tasks, while being observant and still looking for opportunities to help. He starts off with seemingly menial tasks - such as stepping in to be a chauffeur, babysitting the CEO’s daughter and ends up being an unofficial coach to the CEO.

Leaders remain very comfortable and actually thrive in ambiguity. They aren’t worried or confused. Neither are they sitting and seeking direction. They remain confident and alert, open to opportunities and problem areas, stay excited & energetic, regardless of the negativity and distractions around them. They instinctively pickup what is needed to be done. They know that to get to somewhere, you need to make a journey and are willing to embark on it.

No job is beneath you

Through the movie, Ben is seen doing odd, unscripted and if I may, many jobs ‘beneath’ him. He starts out by cleaning some random desk, driving the car for the CEO, keeping a soup ready, even babysitting the CEO’s daughter.

Leaders know there is nothing called “something beneath”. They do what is needed and what it takes. More specifically, leaders with true entrepreneurial mindset know that if they don’t do it, no one else will. Leadership is not a 3-piece-suit wearing,high -flying, hand waving job - it’s not glamorous. It is a commitment - one that requires a leader to flex whatever muscle it takes to get things done.

Be graceful, especially during setbacks

Ben is demoted or moved away from being tagged to the CEO to a warehouse intern, albeit erroneously. When Jules comes to him and asks for forgiveness and takes him back, Ben accepts her apology and the situation graciously. He doesn’t push it or show an attitude.

Leaders know that it is not always going to be a easy & smooth ride. There will be setbacks and there will be times when they will be misunderstood. The important thing is to recover quickly and move forward. Latching on to a setback doesn’t allow for forward movement.

Be humble about past successes

The current intern in “About the Fit” Ben Whittaker once used to be a Marketing VP of a successful phonebooks company that owned the building which currently serves as the ‘About the Fit’ HQ . Ben had a elevated office and was successful during his times. However until this subject was brought up, almost accidentally by Jules, Ben never even mentions it - not in his resume or interview or even introduction.

Leaders know that there is no such thing as entitlement. Past titles are not a automatic entry ticket to future roles. They remain humble and grounded to their past successes and talk about them only when relevant or asked about. They merely use their past roles and successes for learnings and apply them as appropriate. Contrary to many so-called leaders who rattle two full pages of fancy titles and impressive projects, real leaders display humility and rely on their hard skills and impact to position themselves.

Be generous and share successes; promote others

“Jules: That was fast.

Ben: Well, I enlisted Becky's help[……] And, Jules, Becky was a huge help in this. You know, she has a business degree from Penn?

Jules: I know. I mean, I forgot, but I know. I'll say something to her.

Ben: That would be very nice.”

Ben walks up to the leadership team and gives them his analysis of their marketing spend vs ROI. When the CEO thanks him with admiration and asks him to take it further, he explicitly calls out how the CEO’s admin, a top school MBA herself has helped him. He makes his point until the CEO explicitly concedes to thank her. In another scene, he is seen praising Jules’ as a internet sensation to a bunch of people who are jealous of her success.

Real leaders are never threatened by success of their colleagues and peers. They are happy to share the stage and promote everyone’s success. Leaders know that success is rarely achieved alone.

Think scrappy & lead from the front

When Jules’ wants to delete a mail from her mother’s mailbox, she calls the top tech folks for a scramble. However Ben steps up to come up with a scrappy crazy idea, and is leading from the front to execute it himself. When faced with burglar alarms going off unexpectedly, he continues to remain focused in spite of the team going nuts and gets the job done.

Leaders don’t give up when standard solutions won't work. They are willing to stick their neck out and solve problems, taking risks. Also leaders lead from the front. They don't sit in plush offices issuing instructions for a person several levels below in the company hierarchy to execute.

Say what matters, not what is nice

“Ben: No one else is ever gonna have that kind of commitment to your company, Jules. To me, it's pretty simple. About The Fit needs you, and if you don't mind me saying, you need it. Someone may come in with more experience than you, but they're never gonna know what you know...This big, beautiful, exciting thing that you created. It's a dream, isn't it? And you're gonna give that up in the hopes that your husband will stop having an affair? I don't see how that adds up...I guess you came over here because you wanted to hear some of this.”

“Jules: You know, if we disagree, he's the tiebreaker?

Ben: Of course. He's the CEO.”

Through the movie, Ben is seen saying the right often tough truths to Jules in spite of his position being an intern. He doesn't just say nice things to keep her happy, but gives his honest opinion because he believes that is what deep down she wants to hear and certainly needs to hear.

Leaders tell you what matters. They don't tell you sweet and nice things just because it is pleasant and it can lead to a strong relationship. They make you see what is important and real and not only help you understand it but also get there.

Be a people’s person

Through the movie Ben connects with people at workplace at a more personal level. Putting up a co-intern at his home, helping a co-worker with relationship advice, connecting with Jules’ and winning her trust to be a personal friend and a leadership coach - Ben makes the effort and connects with people.

This is perhaps the most important of it all. One cannot expect to be a leader if they cannot relate to or connect with people genuinely. Successful leaders are strong in their EQ. They take the time and effort to understand individuals and support them as needed. Unlike managers who deal with ‘resources’, leaders know that they are surrounded by ‘real people’. It is the genuine respect that they show to their fellow team that gains them lot more acceptance as a leader, compared to any other expertise. 

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