The mega dilemma in leadership

"Sometimes people who affect the course of history have better relationships with humanity than they do with the humans sitting around them."

Walter Isaacson

While pursuing my obsession, I was faced with a troubling dilemma, and I would like to share it with you.

Some of the infliction points in human history, be it the Pyramids or Albert Einstein's 1905 papers that changed the course of physics, are not associated with love, kindness, or compassion for the individual next door. Instead, it is a commitment to the greater good.

Of course, in the world of management or leadership, there are two ways to get things done: “the nice way and the nasty way,” as Mr. Isaacson would like to put it. The nice way is to inspire people to follow you. The nasty way is to force them.

A CNET investigation sometime in 2019 reported that a “warehouse worker told her manager she was pregnant. Less than two months later, she was fired. Several lawsuits against Amazon show a similar pattern.”

Well, Mr. Isaacson has this to say about the man behind Amazon: "Bezos is a relentless competitor who is always looking for ways to improve his business. He is also a data-driven decision maker who is not afraid to make tough decisions." Tough decisions - that disregard the well-being of a pregnant woman but that provide an alternate marketplace for millions.

Dr. Welch, one of my leadership idols, was nicknamed “Neutron Jack.” While transforming General Electronics into a 400 billion dollar company, Jack Welch was also equally blamed for the tens of hundreds of workers fired.

I have several personal anecdotes, few even personal.

Callous human rights abuses perpetrated by Meles Zenawi of Ethiopia against individuals or groups in Ethiopia are now universal truths. But Ethiopia’s former Prime Minister, Mr. Zenawi, was known for his passion, for his eloquence, and for transforming Ethiopia in many ways.

Abiy Ahmed, Ethiopia's current prime minister, talks about his grand ambitions that can have the potential to transform Ethiopia. But equally, he is displaying a pattern of megalomania, callous actions, and conflicting narratives. However, it is too early to say for sure.

I witnessed this leadership dilemma firsthand. To cite a few examples: when I was part of a team that made significant progress in empowering Ethiopian women, I witnessed firsthand the leadership style of my boss and the dilemma she faced. On another note, one could interpret the day-to-day fight we had when I was part of a team tasked to streamline the issue of land policy in Africa. Team members suffered, humiliated, and ridiculed, but some endured for the greater good. Many took it personally.

The guidance from the science of management or leadership is clear.

The management guru Peter Drucker believed that the best managers are those who are able to create a high-performing workplace while also treating their employees with respect. If I dare to sum up Mr. Drucker’s seminal book “The Effective Executive” in a single sentence, it would look like - success and cruelty are not mutually exclusive, but it is possible to be successful without being cruel.

According to Dr. Drucker, the effective executive is not a hard-boiled cynic who uses people to get ahead. On the contrary, he [she] is a humanist who believes in people's potential and knows that the best way to achieve results is to create an environment where people can thrive.

Mr. Isaacson, after studying the giants of history, advises that the best leaders are those who know and practice both the nice and nasty ways alternately.

The giants above are also known for establishing great teams. According to Mr. Isaacson, “Musk is a manganate for talent.” One of the proud examples of Steve Jobs is not the iPhone or the Mac but the team he composed.

Sharing one's dream, ambition, and vision, in no uncertain terms, to his/her team would help develop the stamina of team members. "Musk is a demanding boss, and his employees often work long hours. But he is also a visionary leader who inspires his employees to achieve great things." To be the Chief Meaning Officer is one of the critical roles of a leader, according to Welch.

Similarly, Dr. Welch was known and (in)famous for the simple performance management system, the 20-70-10 principle. He categorized people into the top 20%, the vital 70%, and the bottom 10%. Dr. Welch promoted and rewarded the top 20%. He called the majority ‘the vital 70%’ and provided them with the training and support they needed to improve their performance. As for the bottom 10%, he was unapologetic; he saw them as underperformers and advised leaders to deal with them quickly and decisively. It should not be random and arbitrary, though. Mr. Welch promoted and advised an organizational culture where everyone knows where they stand.

In conclusion, Mr. Isaacson's quotes above suggest that success - a commitment to the greater good - and cruelty in management are not mutually exclusive. Most successful people in history have been able to achieve great things without being particularly kind or compassionate to the people around them. However, it is essential to note that this is not always the case. Ultimately, the relationship between success and cruelty in management is complex. There is no easy answer, and it depends on a variety of factors, including the leader's personality and acumen, the company's culture and tolerance, and the industry in which the leader/company operates.

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