Leadership, Authenticity and Hypocrisy

Leadership and authenticity are supposed bedfellows. In my class the #1 characteristic executives demand from leaders is integrity. In organisations, deficiencies in these areas are sniffed out quickly and boardroom coups quickly follow. Not so in politics. Conveniently the KPI’s for politicians are elections. If you are lucky, you get to choose every 4 years. The ridiculous hypocrisy shown yesterday as hordes of world leaders showed up in Paris for a poll boosting photo op is laughable. What for instance was the Russian foreign minister doing there? Supporting press freedom? Last year Russia imprisoned a journalist for “insulting a public servant.” Netanyahu and Abbas managed to stand 20 meters from each other yet were unable to offer each other a handshake. Such a small gesture might have gone a long way to solving some problems in the Middle East. Meanwhile close by, among the so called “normal people”, two members of the great Abrahamic faiths stood arms interlocked, each bearing a sign around the neck: “I am Jewish and I love Muslims.” “I am Muslim and I love Jews.”

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How delightful that representatives of that great secular state Turkey showed up. No matter that Turkey is in the bottom 100 countries for press freedom and imprisons more journalists than any other country. Oh and let’s not forget the good ol’ USA, whose police force detained and allegedly assaulted journalists from the Washington Post after the recent Fergusson riots. I could go on. The murders of twelve journalists, 4 innocents and 3 police officers elsewhere in France this week is a disgrace and the several million people who came out in support are righteously indignant. Our “leaders,” however should be advised to keep a lower profile until they get their own houses in order.

Don’t Mock Me

A few years ago I was lucky enough to pay a visit to North Korea. That sentence alone will rile many. Not many people have seen the inside of a country that is full of mystique and run quite differently to the way we are used to in the West. It is reported that many horrors take place there. When you visit North Korea, you see what the leaders want you to see, what they are proud of. The rest is off limits. The way our tour was presented was like this: Imagine you are going to the house of a friend who parents have died. They have made a shrine in their living room as a memory.  When you visit they will entertain you but would not expect you to poke around in their back bedroom or certainly go through the drawers. It would be, after all, disrespectful. As our tour went on we were able, though the trust of our guides, to talk to ordinary people, at the University, on the subway in Pyongyang, in the park where people were dancing and a marriage was taking place. Unsurprisingly, my lasting insight was that people are essentially the same the world over. They laugh sheepishly when they try to communicate in broken English, they stare then smile at these strangers they see so rarely, they move towards you not away from you. I have a wonderful image of my wife and I dancing with kids at a school and them all giggling at our ineptitude.

Then you have our leaders. People who have agendas of control and realpolitik. “You mock me, I kill you.” “You hack my systems, I threaten fire and brimstone.” Have we not progressed since we walked out of the cave 30,000 years ago? Today we have to watch this silliness play out in the global media. As usual it will come to nothing. But it will serve to ratchet up more tension, create deeper feelings of enmity and keep the spooks on both sides in business. North Korea may well be a paranoid autocracy. But why not give them a chance to explain themselves? They say they can prove they had nothing to do with the “hack” on Sony Pictures. Let them do so. Engage, don’t push away. Take up their offer.  We have nothing to fear. To do so, however, may expose an inconvenient truth. That it was not in fact North Korea but some “close cousin” with more on offer who we don’t want to offend. For as we all know, “Its about the economy, stupid”. It may be time for us to all grow up.

Bang Bang! We are all dead…

Vlad the Imploder

I am returning to one of my favourite subjects. Vladimir Putin is not shaping up to have a very happy Christmas. His hamfisted intervention in Ukraine, and the subsequent downing of a civilian airliner, ( widely assumed to be the work of the Russian backed insurgents,) did not put him high on Santa’s list. Since then he has decided that being a naughty boy will bring him the attention he clearly craves. He has been flying his airplanes close to the neighbours backyards and was rumoured to have sent a submarine into Swedish waters. Luckily the batteries on his remote control got it home before it was fished out. Now it seems his piggy bank is being squandered. Last night the Russian jacked up interest rates to 17%, to no avail. The rouble is well, ahem, in (t)rouble. Looks like he is going to blow all his pocket money before the big day. No Xmas presents for us then? Well maybe. The problem with Vlad is he is a bully. So when he doesn’t get his own way, he lashes out or comes a hunting. And the odd thing is that the Russian public is oddly tolerant of all these shenanigans, part patriotism and in part because there is nowhere else to turn. Putin has the run of the place. An imploding Russia is a dangerous one and bullies rarely learn empathy unless they take a beating. It’s playground stuff from the Russian leader, but dangerously unfunny. Keep your doors locked this Xmas.

Yee-har

Integrity is king.

In leadership, integrity trumps everything. With politicians in the 21st century, integrity has been a rare commodity. It is therefore refreshing when a political leader stops thinking about power, re-election or ideology and simply does the right thing. That is precisely what South Korean Premier Chung Hon-won did today. Unsolicited, he fell on his sword, taking full responsibility for last week’s ferry disaster that killed at least 200 people. He said the following:

“On behalf of the government, I apologise for many problems from the prevention of the accident to the early handling of the disaster.”

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He added: “There have been so many varieties of irregularities that have continued in every corner of our society and practices that have gone wrong. I hope these deep-rooted evils get corrected this time and this kind of accident never happens again.”

Leaders like Mr Chung set a salutary example. To lead is to be accountable to those who by their grace, allow you to occupy the position. This is as true for CEO’s as it is for politicians or anyone else who sits on top of any hierarchy. In the end, as a leader, you need to hold yourself accountable and to be able to rest easy. Mr Chung could not. He may have made mistakes, but at least he leaves his post with honour.

 

The Vicissitudes of Succession

Cometh the day, cometh the man. Nine months ago at Manchester United, many fans would have felt a deep ambivalence about the exit of their manager, a man who led the club for 27 years. True, he was the most successful manager in their history. True, they had just won the English Premier League, a coveted trophy even in global terms. But Sir Alex Ferguson had chosen as his successor a man who had practically won nothing. Does that matter? Not if the leader in waiting represents a similar set of values. Not if he has been carefully groomed for this step up in challenge. Not if he had been successful in his own right. But David Moyes was none of the above. What was it that Ferguson saw in his this protege? A steady and un-flamboyant man with steely Scottish grit. A man of character. Someone who had led a second tier club for 11 years and kept them close to the top of English football. It was a fair bet. But it was wrong. Why?

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Easy to sit here and write obituaries after the event. Told you so ain’t clever. But it is easy to see why what happened was always going to be this way. And it is not the fault of either man, it is a problem with the football system. In organisational life, succession starts happening almost as soon as a leader takes a position. In football it’s all about personality. In companies, leaders are groomed and inculcated with the culture of the organisation. In football clubs managers are bought. When leaders are hired from the outside in the business world, they inevitably fail. Nine out of ten successful companies build a succession pipeline from within. Moreover, Moyes inherited a team of winners, a team with whom Ferguson had just won a league trophy, a team he had bought built and nurtured like a father. How on earth could Moyes improve? He was a dead man walking from day one. If football clubs want to become more profitable and look less clumsy they would do well to think about building a managerial pipeline off the field to complement the youth pipeline on it. Not to do so not only destroys value, but sets them back years.