Stephen H Baum Leadership

How The Best CEOs See Others

One of last week’s working sessions was not the first time a client lamented instances when things did not work out as he wanted. We conducted a sort of instant replay to understand behaviors, dynamics and outcome. As usual, I learned from the conversation and reflected on patterns from prior conversations.

Some CEOs approach each encounter with a subordinate or outsider as if it were the Apple iWant app. You know what I mean: they know what they want and quickly order it. There are situations where this is even necessary, but it shortchanges longer term payoffs.

Other CEOs approach each encounter in a very different way.  It is as if they have multiple lenses through which they view the moment.

1. They see a person as a whole, not just what they want from them or even the position they hold. What do they care about? in what context do they approach this particular moment (what state of mind are they in?)

2. They do some time travel forward: is this moment an emergency (must we rush?)? can we get to where we need to be if I appear to be in no hurry for five more minutes? is what happens in the next (hour or day or week) all that matters? will another moment like this likely occur soon so the pattern of how we interact is as important as the specifics?

3. And they ask: “how do I want this person to feel when we part? what do I want them to believe and want and commit to do after we meet?”

Doing all three happens in a flash after awhile.

The best of the best have shown up this way for years and it has become natural, effortless.  Perhaps they take 2 minutes just before a meeting to reflect on what outcome they would like, but  no more than that.  Rarely do they let the clock drive their behavior even though they are highly conscious of time pressure. Each moment is an opportunity make or improve a connection, leave someone even more eager to contribute.

Some real world examples for clarity:

– the head of a financial firm with both publicly traded holdings and private equity investments often schedules 30 minutes meetings and has his assistant come in with a note at 23 minutes. Yet his peers and subordinates say he never appears hurried, never harried; always is 100% attentive.

– the CEO of a global metals company has more thoughts per minutes than almost anyone i know — multiple business units, real time trading, spinoffs and more. Yet when he meets with you, he gives the sense that he completely focused, reflecting on what you say, helping you step  back to see the bigger picture.

–  a senior partner of a global consultancy views the organization as a chess board, thinking two or more moves ahead. Each encounter is a move. He may focus on the matter at hand for part of the time, but that is not his sole focus. And he is so many-faceted (thought leader, businessman, philanthropist, invisinble activist, board member) that he does not view people as defined by their jobs/positions. People look forward to time with him.

It is also true that the best of the best occasionally emit emotion — freustration, even anger. But they do not let their emotion control and usually make it  clear that the object of the emotion is the facts, not you.

That’s just my view. What’s yours?

If you like this post,  send it to your friends and subscribe to the RSS feed. If you dont  like it or disagree, please post a comment. All feedback is a gift.

And for more stories, keep your eye on two New York Times columns: Adam Bryant’s Corner Office and Vivian Marino’s column 30 Minute Interview.

Corner Office

30 Minute Interview

Sent from my iPad