Know When to Fold 'Em

During a Q&A session following a speech I gave to the Orange County Leadership Academy, someone asked a question to which I am sure we can all relate:

"Colonel, what do I do if my boss won't take my suggestions? I hear what you are saying about taking risks and pursuing big ideas, but what are my options if my supervisor doesn't agree? What can I do?"

Here are a few thoughts...and something I have been thinking about a lot recently. I know that, unless you are the President of the United States, you answer to someone and you, like me, are under an authority that makes decisions that you have to follow. So what do we do when our supervisors don't go along with our recommendations, won't adopt our proposals, or will not take the course of action that we know with every fiber of our being is the right one? What do we do if we have articulated the strengths of our preferred alternative, argued passionately about its merits, and done everything we could to outline the best way to go, only to be overruled?

Sing it with me and Kenny Rogers..."You got to know when to fold 'em...."

When I got this question, it hit me square between the eyes as I have been wrestling with this same predicament. That's right, I don't always agree with my supervisors. I put my blood and sweat into certain decisions that are not ultimately approved. I disagree with mandates from my headquarters. Hey...I'm a Soldier.

But what do we do when we don't like the boss' decision? Soldier on!

This is a scenario that leaders at all levels encounter regularly, especially those who are passionate about what they do and push for what they believe is right. Eventually, we must all reconcile with the fact that the boss is the boss -- and we are not. Fight the good fight, make the best case you can, then salute and move out!

Now...I'm not suggesting we should role over on every decision. I'm not making the case for "Yes-Men!" On the contrary, I'm all for a good battle. But the time for fighting, for passionate debate, for non-concurrence is before the boss decides -- not after. We have to do our best to identify and mitigate risks and to identify the strengths of the best alternative and the weaknesses of the others as part of the decision making process -- not after the decision is made. Once the boss has decided, we cannot undercut his authority. No whining, no whispering, no working in private to scuttle. That's disloyal and insubordinate and will lead to organizational ruin.

I'm not talking about immoral or illegal decisions. Of course, those should be called out at any time for what they are. But if they are not this sort of ethical breach but rather a professional difference, the boss wins. The Ace beats the King. And we've got to know when to fold 'em.

Finally, I believe that if we don't like the boss' decision, we have only two choices:

1. Suck it up and be a good Soldier. Keep your personal thoughts to yourself and be a champion for the decision. Sleep well knowing you did all you could to make your case. File away the lesson for when you are the Ace. or

2. Vote with your feet...and leave. Go someplace where your ideas are welcome or where you can hold all the cards.

To do something different, to be somewhere in the middle and undercut our leaders, is a disservice to the boss, to the organization we serve, and to our own authority. You see...we should expect no less from our own team.

Play all your cards before the boss makes her play. Be aggressive, argue with passionate professionalism. But when the decision is made, put down your cards and pick up the case for the new decision. Embrace and market it as if it were your own (the ultimate test of a true professional).

This is hard to hear sometimes. But when I answered the question, I knew I was reminding myself of this key leadership lesson. Know when to fold 'em, friends. That's Leader Business!

Mixed Messages

I took this picture this week at an airport in San Diego. Crazy, isn't it? But it got me thinking about the mixed signals we send to our teammates. When we say one thing and do another, we generate this same sort of confusion. Here are some examples:

-- You are empowered. (Just ask me before you do anything bold).
-- People are our most important asset. (As long as we are profitable).
-- Keep me posted and let me know what you are doing. (But don't expect me to answer you -- I'm real busy!).
-- People are free to be themselves. (As long as they fit within our very narrowly defined culture).
-- Don't waste my time. (But it is okay if I waste yours!).
-- We invest in our people. (But we're too busy to train).
-- Hold each other accountable. (But don't tell me if I'm letting you down).
-- Failure is simply an opportunity to learn and grow. (But you're out of here if you make a mistake).

You get the point. Leadership is about walking the talk. It's about consistency between our language and our actions. And it's about avoiding the kind of mixed messages that this picture represents.

One leader who embodies the "walk the talk" approach is Mr. Herb Kelleher. Wally Bock writes in "Three Star Leadership" about Herb finally stepping down as Chairman at Southwest Airlines. I had the opportunity to have dinner with Herb about a year ago and truly believe that he is the real deal. His approach to Servant Leadership is genuine. People truly are first at SWA.

Thanks for the post, Wally. Congratulations Mr. Kelleher on your amazing ride. And thanks to all of you for what you do to avoid mixed messages, to "walk the talk," in your respective professional lives.

That's Leader Business.