In a crisis, what should leaders do?

Jerry Bellune’s
September 2018 Leadership Letter

 

I was a rookie infantryman in Korea the day IBM founder Thomas Watson Sr. died.

The long Korean winter snows had vanished and the hot, humid summer had begun.

recall reading in Stars and Stripes, our military newspaper, about Watson’s death of a heart attack at age 82.

It was years before I would realize the significance of his life and the leadership lessons he taught.Watson and his son, Tom, Jr., had built one of the world’s most advanced technology companies.

At International Business Machines, they had built a culture of education, customer value and work ethic.

They never fired anyone. If you made in through their screening and landed a job, you never had to worry about that.

They believed that when you treat your people well, they will treat your customers well.It worked for the

Watsons. In his time, Tom, Sr., had become known as “the world’s greatest salesman.”

As a leader, if you think you aren’t in sales, you’re wrong. As a leader you must sell your vision to your people.

If they believe in you and the products ad services you offer, they will sell with confidence and all of you will succeed.

The Watsons believed in the knowledge industry IBM was leading and the vale of education and thought.

They didn’t call it this but I like to think of their creed was “Don’t just do something stupid. Think about it first.”One of my favorite leadership stories about Tom Sr. was about a young Harvard MBA grad he hired.

The young man, filled with confidence, came up with what he thought was a bright idea, and sold it to the Watsons.

They thought it good, too, invested a million dollars (probably worth 10 times that now) but the product’s sales fizzled.

The market either wasn’t ready for it, saw little value in it or tried it and was not impressed with the results.The young man was crushed. He painfully typed – on an IBM electric typewriter – his resignation letter.

Watson read it and in front of the young man tore it up.

The letter writers was shocked.

“We just invested a million dollars in your education,” Watson said. “Get out there and bring me another bright idea.”In  meeting with fellow salesmen, Watson became frustrated by their lack of good ideas.

“The trouble with every one of us is that we don’t think enough,” he told them.

“Knowledge is the result of thought, and thought is the keynote of success in this business or any business.”

Note that he said “The trouble with everyone of us.” He did not say, “The trouble with you.”

Watson knew the value of inclusion. He never pointed fingers. If something failed, he took the blame.

Watson knew the power of two words, “we”? and ”us.” He never separated himself for the responsibility to succeed.

I once worked for a publisher who could do no wrong – in his own mind. If it failed, it was someone else’s fault.

He was quick to blame and quicker to take credit. I didn’t work for him any longer than it took to find a better boss.

What’s your attitude towards your people. Do they work “with” or “for” you? And do you work for them?

Your Leadership Challenge
1. What must you do to adopt a more inclusive leadership style and hold yourself accountable?
2. What’s your first reaction  in a crises? Leap into action? Or pause long enough to make a decision?
3. How can you encourage your colleagues to look for more thoughtful solutions to problems?

September Takeaway. The above is from “Lead People, Manage Things: Volume 3.” Would you like to order autographed copies of my leadership books for your people as a discussion guide on leadership this year? For special bulk order rates, email me at [email protected]