Navigating Leadership through Adversity: 5 Insights from Ginni Rometty's Book, "Good Power"

At 16, Ginni Rometty was thrust into a role she never expected—caretaker for her siblings after her father abandoned her family. Little did the world know this challenging beginning would mold her into one of the most respected leaders in the corporate world. Her journey, chronicled in "Good Power," isn't just a tale of resilience but a playbook of leadership and personal growth lessons.

While everyone will take away different nuggets, here are five that resonated and can benefit anyone looking to advance their career, enhance their organization and drive meaningful change.

1. Accountability as the foundation

Ginni's tenure at IBM reshaped accountability, especially in Diversity, Equity & Inclusion (DEI). As CEO, Ginni adjusted executive compensation, including bonuses, higher or lower depending on whether the leader contributed to IBM's progress on DEI. Her strategic move to link executive compensation to DEI progress unveiled a genuine commitment toward fostering diversity within organizations, not just rhetoric. And bear in mind this was many years ago before other companies made similar movements.

2. Unwavering advocacy

Through mentorship experiences like that of one of her early bosses, Fred Amoroso, Ginni learned the power of fierce advocacy. Fred thought Ginni's pay raises from IBM HR were lower than she could earn at other companies. Without Ginni saying anything, Fred went to bat for Ginni, talked to HR, and got her more cash and equity.

Fred's proactive stance in ensuring fair compensation demonstrated the value of advocating for employees' worth before they need to ask. By not having to fight her boss or HR for a raise, Fred earned Ginni's unwavering appreciation and loyalty.

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3. Risks are catalysts for growth

About 10 years into her career, Ginni ran a large business at IBM. Her boss at the time was getting promoted and told Ginni she should take his job. She initially hesitated, feeling unprepared to oversee a global business. Her boss said, "Isn't this the promotion you've been working toward?" and encouraged her to interview anyway.

Despite her doubts, Ginni agreed to an interview. Later, upon being offered the job, she replied, "I'd like to go home and talk to my husband about this." Ginni's husband later asked her, "Do you think a man would have done that? No. They would have accepted the job, focused on why they deserved it and were ready."

Reflecting on her decision, Ginni's husband highlighted a stark reality. For women especially, our biggest obstacle is not lack of ability but self-imposed self-doubt. Instead, we need to embrace risk and discomfort to grow our skills, advance our careers and widen our impact. Often, our most profound learnings arise from uncertain, challenging situations.

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4. Empathy in leadership

Ginni often refers to the well-known Maya Angelou quote, "People will forget what you said. People will forget what you did. But people will never forget how you made them feel." These are words Ginni lived by.

During the 2011 Tōhoku earthquake and tsunami, while many abandoned Japan, Ginni, as a senior executive, chose solidarity. She journeyed from the US to IBM Tokyo, standing with 20,000 employees in their grief. Even today, more than two decades later, many Japanese remember her as the empathetic leader who shared their pain and loss.

Furthermore, Ginni's leadership style was defined by countless personal gestures. From handwritten letters to IBM's senior vice presidents on her first day as CEO to investing hours after events, personally engaging, thanking, and acknowledging employees' contributions to countless other examples. Her actions underscore a vital truth. The most impactful deeds often occur when unobserved, reflecting the essence of genuine leadership.

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5. Cultivating learning-centric cultures

Ginni advocates for a transformative shift in talent acquisition—from merely "buying" talent based on degrees to fostering a "SkillsFirst" approach. She emphasizes skills over degrees and the need for employers to nurture their employees' continuous skill development to remain competitive.

She champions an organization's learning culture, citing its profound impact on talent retention, engagement and innovation. Ginni's leadership at IBM exemplified this ethos. She instituted a 40-hour annual education requirement for every employee. The initiative, "Think Academy," provided diverse online learning experiences covering AI, cloud, cybersecurity, industry trends and more. Ginni personally taught courses for four years, prioritizing skill enhancement for all roles and setting a precedent from the top.

Her vision underscores the essence of continuous learning as a linchpin for success, signaling the need for companies to invest in education, guide employees through personalized learning journeys, and allocate time for formal skill-building opportunities.

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Ginni's journey from childhood adversity to influential leadership is an invaluable guide for anyone seeking professional growth and impact.?If you've read the book, what resonated the most with you?