Leaders and their mistakes

Tari Lang LinkedIn post 15 June 2017

"Mr Cameron’s dismal record is fixed forever in the history books. Mrs May still has a chance to write a redeeming codicil." So says Philip Stephens in the Financial Times this week. The ultimate price for a leader who has made a gigantic judgement or strategic error is mostly a gigantic fall. For a national leader, the process is public, (often) quick and less forgiving. With support from the leader's coterie this process might be delayed but end in a fall it will be. As they say in cop shows: "you can do it the hard way or you can do it the easy way". Corporate leaders too, make blundering mistakes. CEOs have learned to apologise (with or without pressure), remember James Staley and https://lnkd.in/gXqBkEg ? Oscar Munoz's https://lnkd.in/gsBRqEK ? But eating humble pie, following up with a change of direction in the interest of the institution and stakeholders, being forgiven and surviving? Less obvious to find and the recent shenanigans at Uber is testament to this. It may be that the saying "every saint has a past and every sinner has a future" is as impossible in corporate life as it is in government. https://lnkd.in/gBvN7ru

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Panic and the absence of leadership

I often borrow a line commonly used in crime movies when I see yet another leadership organisation fall from grace: "You could have done this the easy way, but you chose to do it the hard way". Oxfam was a hitherto admired institution, having done impressive work around the world for more than 75 years, respected for its engagement with donors big and small, its courage in working in war- and disaster-torn regions, and its commitment to equality and fairness. The Haiti scandal has rocked it to its core, putting into question its ability to continue its operations, as governments are rethinking funding levels, donors withdrawing sponsorship and customers pulling out of their shops. In other words, it is losing its licence to operate. There are so many lessons that can be learned from brands which fail to protect their culture, vision and reputation. United Airlines CEO's response to the treatment of one of its passengers on a flight, Bell Pottinger's colla

Power or gender?

Recently I went to a concert at Edinburgh's Usher Hall where one of the soloists was an incredibly handsome and talented young Macedonian guitarist. I was introduced to him at the interval and told him enthusiastically how much I appreciated his playing. I also told him how gorgeous I thought he was. To be exact, I told him that I'd marry him and leave my husband (this was clearly banter, and my husband was standing beside me at the time). He took it warmly and charmingly and responded with matching repartee. So here's the question. Had I been a 61 year old man and he a gorgeous young female artist, would I be accused of sexism, of being patronising? Is it okay for a 61 year old woman to say these things because I believe my guitarist to be perfectly safe from any power play from me? Because I believe there is zero chance that anything I might say to him would be received with any real or threatening sexual connotation? Social norms of course change all the time, as we

Authenticity and public gaffs

Tari's LinkedIn post 8 November 2018 Interesting that in this otherwise fascinating article, the word 'authenticity' only came up once. If you're a boss of any sort (politics or business), your first step should be to get in touch with your own authenticity and check how aligned this is with a) the organisation you lead or represent, b) expectations of your stakeholders, and c) the prevailing zeitgeist. Yes, presentation and avoiding-gaffs training can help but better still, get the thinking, the emotions and the behaviours right. The bonus is that you'll feel less nervous about making a gaff when out and about in public because you're not second-guessing what might constitute a gaff. There's a bonus in doing this: you get to lead your organisation better and your staff also get to live a culture of authenticity

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