Robert Killick on the need for intellectual curiosity and courage in the face of “unknowns” in today’s business leaders:
Risk was once seen as a catalyst for competitiveness, innovation and change in enterprise culture. Now it is seen as a negative barrier to be avoided with all sorts of precautionary measures. ‘Risk consciousness’ is the order of the day, but the preference to always dig up the dark side of humanity betrays a lack of faith in human reason. Curiosity and foolhardiness are often derided as irresponsible and egotistical traits, but the great heroes of the past have taken personal risks that benefit all of us.
Today, research and experimentation that does not have a measurable ‘positive effect’ is seen as irresponsible. Yet it is precisely through experimentation, risk – and, yes, mistakes – that some of the major scientific breakthroughs and technological inventions have come about. Without risky experimentation, and without individuals willing to take those risks in the pursuit of knowledge, we wouldn’t have aeroplanes, penicillin, MRI scans or X-rays.
The ability to handle risk – though technology, human ingenuity, reason and resilience – is a measure of modernity and it can only be achieved through more experimentation, not less. The hard won freedoms to creative expression, communication and to technological innovation should be treasured, and the twenty-first century should be when we take them even further.
Risk-adverse/risk-paralyzed leaders aren’t leaders at all. At best, they are followers promoted or appointed to positions they should have had enough common sense, integrity and professionalism to turn down.
Fact: Leaders “lead.” They take their companies in a specific direction and make sure that course corrections occur as needed along the way. Standing still, ignoring emerging market trends, rewarding business-as-usual strategies, waiting for competitors to make a move before testing the waters, or building protective walls around organizations are not examples of leadership.
No one is advocating making rash decisions of course, but in order for companies to be successful, their leaders must possess certain key personality traits – among them the essential combination of vision, courage and an unbreakable pioneering streak.
Bear this in mine when placing your bets on a company, new boss or potential candidates for an executive-level position.
Have a great week, everyone!
I have a feeling that in this current crisis we will really be looking to leaders to begin to lead. And those that can look to the future and drive towards competitive advantage, will be able to jump way ahead of the rest of their industry.
And I have a feeling some of these folks might need a little help getting there.
Olivier – have you ever read “Relax, It’s Only Uncertainty”?
Hodgson and White put together this book in 2001 focusing on leadership in the face of ambiguity.
I don’t think the book ever became widely read but I have found value in it.
Regardless, the question is a good one; how do leaders act in the face of ambiguity?
I’ve been rolling that one over in my mind for some time. Especially since my work in Performance Branding means embracing a good deal of ambiguity for my clients.
Always good to read you and see where your reading is taking you.
Keep creating…even when the way is uncertain,
Mike
Thanks. I will be continuing that discussion from a different angle in the next few days.
I’ll check out that book too.