The Speechless CEO
Speaking up isn't always applauded, but it's always respected by good leaders
I’ve never been, or aspired to be, a North Korean politician.
Sometimes though, I wonder if that is a secret dream of people climbing the corporate ladder. When their great leader speaks, they clap and smile hoping the enthusiasm will earn them a step up to the next rung.
While we have all heard stories like the Emperor’s New Clothes, fear of slipping down the ladder stops people from speaking their minds. At least it does as long as the great leader, C-suite residents, or those hoping to reach the same rung they’re reaching for are within earshot.
Cafeteria conversations criticize the leader’s lack of attire but the discussions are quiet and confined within small circles of what members believe are trustworthy confidants.
When I was a teenager my father, who managed a business, proudly told the story of the time the business had been cheated by a travelling salesman representing one of the largest companies in the country. He phoned the company and asked to speak to their famous CEO. After being transferred to multiple people and waiting on hold for a prolonged period, the CEO’s PA gave up and transferred the call to the big boss. The CEO said it was frustrating when his subordinates filtered out important information so it never reached him. The issue was immediately resolved.
It was a lesson I never forgot. Good leaders want to hear the issues. They want problems addressed and corrective action to be taken.
At one point in my career, I was frustrated because the company didn’t want to approve something I felt was necessary for me to do my job and maintain my sanity.
In the end, I handed in a resignation letter. Thirty minutes later, our legendary CEO was on the line. We had a very open conversation. He asked me what I felt was wrong with the company.
“When I started, we were in the hotel business. Today, as we focus on growth and franchising at breakneck speed, it feels like we’re only in the business of selling hotel rooms.”
The CEO was speechless. After what seemed like an eternity, he said. “You don’t mean that.”
I confirmed that I did mean it. To lighten the air, I also told him that my grandmother would have responded, “that’s just one man’s opinion”.
The CEO laughed. He also accepted my resignation.
Then he shared information that explained why he couldn’t give me what I had asked for even if he had wanted to. He ended our conversation by wishing me well and saying,
“The good ones always come back.”
Three months later, I was back. The trust the speechless CEO had shown when I left helped embolden me.
Years later, when everyone thoughtlessly applauded our expansion program into emerging markets, I wrote a memo to our senior leaders. I asked two questions:
What if we’re the bad guys?
Are we trying to help emerging market countries emerge, or are we trying to exploit the larger profit margins we would have there?
The CEO was new.
He marched into my office early the next morning and looked me straight in the eye.
I didn’t know what to expect.
Then, he stuck out his hand to shake mine and thank me for asking questions nobody else had asked.
“You’re the only one in the company that dares ask questions like that.”
I took it as a compliment.
Cafeteria conversations contribute nothing to making the changes we want to see.
Great leaders are people who act decisively when presented with good information. If information is filtered and hidden, even the most well-intentioned will face failure
Stay safe, Always Care
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In addition to writing stories, I love to tell them.
As a multi-award-winning corporate leader in hospitality and global security, captivating keynotes, compelling coaching sessions, and edutaining, motivational workshops are all part of my repertoire.
Email me at paul@alwayscare.ca.
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