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A Survival Guide for Leaders

by Ronald A. Heifetz and Marty Linsky

Reprint r0206c

HBR Case Study r0206a The Skeleton in the Corporate Closet Julia Kirby

HBR at Large r0206b My Week as a Room-Service Waiter at the Ritz Paul Hemp

Managing Yourself r0206c A Survival Guide for Leaders Ronald A. Heifetz and Marty Linsky

Charting Your Company’s Future r0206d W. Chan Kim and Renée Mauborgne

The Very Real Dangers r0206e of Executive Coaching Steven Berglas

Value Acceleration: Lessons r0206f from Private-Equity Masters Paul Rogers, Tom Holland, and Dan Haas

The People Who Make r0206g Organizations Go – or Stop Rob Cross and Laurence Prusak

Best Practice r0206h Spinning Out a Star Michael D. Lord, Stanley W. Mandel, and Jeffrey D. Wager

Frontiers r0206j Have Your Objects Call My Objects Glover T. Ferguson

June 2002

Copyright © 2002 by Harvard Business School Publishing Corporation. All rights reserved. 5

hink of the many top execu- tives in recent years who, some- times after long periods of con-

siderable success, have crashed and burned. Or think of individuals you have known in less prominent positions, per- haps people spearheading significant change initiatives in their organizations, who have suddenly found themselves out of a job. Think about yourself: In ex- ercising leadership, have you ever been removed or pushed aside?

Let’s face it, to lead is to live danger- ously. While leadership is often depicted as an exciting and glamorous endeavor, one in which you inspire others to fol- low you through good times and bad, such a portrayal ignores leadership’s dark side: the inevitable attempts to take you out of the game.

Those attempts are sometimes justi- fied. People in top positions must often pay the price for a flawed strategy or a series of bad decisions. But frequently, something more is at work. We’re not

talking here about conventional office politics; we’re talking about the high- stake risks you face whenever you try to lead an organization through diffi- cult but necessary change. The risks dur- ing such times are especially high be- cause change that truly transforms an organization, be it a multibillion-dollar company or a ten-person sales team, de- mands that people give up things they hold dear: daily habits, loyalties, ways of thinking. In return for these sacrifices, they may be offered nothing more than the possibility of a better future.

We refer to this kind of wrenching or- ganizational transformation as “adap- tive change,” something very different from the “technical change” that occu- pies people in positions of authority on a regular basis. Technical problems, while often challenging, can be solved apply- ing existing know-how and the organi- zation’s current problem-solving pro- cesses. Adaptive problems resist these kinds of solutions because they require

Steering an organization through times of change can

be hazardous, and it has been the ruin of many a leader.

To avoid the perils, let a few basic rules govern your

actions – and your internal compass.

A Survival Guide for Leaders

M a n a g i n g Yo u r s e l f

by Ronald A. Heifetz

and Marty Linsky T

individuals throughout the organization to alter their ways; as the people them- selves are the problem, the solution lies with them. (See the sidebar “Adaptive Versus Technical Change: Whose Prob- lem Is It?”) Responding to an adaptive challenge with a technical fix may have some short-term appeal. But to make real progress, sooner or later those who lead must ask themselves and the peo- ple in the organization to face a set of deeper issues – and to accept a solution that may require turning part or all of the organization upside down.

It is at this point that danger lurks. And most people who lead in such a sit- uation – swept up in the action, champi- oning a cause they believe in–are caught unawares. Over and over again, we have seen courageous souls blissfully igno- rant of an approaching threat until it was too late to respond.

The hazard can take numerous forms. You may be attacked directly in an at- tempt to shift the debate to your char- acter and style and avoid discussion of your initiative. You may be marginal- ized, forced into the position of becom- ing so identified with one issue that your broad authority is undermined. You may be seduced by your supporters and, fearful of losing their approval and affection, fail to demand they make the sacrifices needed for the initiative to suc- ceed. You may be diverted from your goal by people overwhelming you with the day-to-day details of carrying it out, keeping you busy and preoccupied.

Each one of these thwarting tactics – whether done consciously or not–grows out of people’s aversion to the organi- zational disequilibrium created by your initiative. By attempting to undercut you, people strive to restore order, main- tain what is familiar to them, and protect themselves from the pains of adaptive change. They want to be comfortable again, and you’re in the way.

So how do you protect yourself? Over a combined 50 years of teaching and consulting, we have asked ourselves that question time and again – usually while watching top-notch and well-intentioned folks get taken out of the game. On oc- casion, the question has become pain-

fully personal; we as individuals have been knocked off course or out of the action more than once in our own lead- ership efforts. So we are offering what we hope are some pragmatic answers that grow out of these observations and experiences. We should note that while our advice clearly applies to senior executives, it also applies to people try- ing to lead change initiatives from posi- tions of little or no formal organiza- tional authority.

This “survival guide” has two main parts. The first looks outward, offering tactical advice about relating to your or- ganization and the people in it. It is de- signed to protect you from those trying to push you aside before you complete your initiative. The second looks inward, focusing on your own human needs and vulnerabilities. It is designed to keep you from bringing yourself down.

A Hostile Environment

Leading major organizational change often involves radically reconfiguring a complex network of people, tasks, and institutions that have achieved a kind of modus vivendi, no matter how dys- functional it appears to you. When the status quo is upset, people feel a sense of profound loss and dashed expecta- tions. They may go through a period of feeling incompetent or disloyal. It’s no wonder they resist the change or try to eliminate its visible agent. We offer here a number of techniques–relatively straightforward in concept but difficult to execute – for minimizing these exter- nal threats.

Operate in and above the fray. The ability to maintain perspective in the midst of action is critical to lowering resistance. Any military officer knows the importance of maintaining the ca- pacity for reflection, especially in the “fog of war.” Great athletes must simul- taneously play the game and observe

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it as a whole. We call this skill “getting off the dance floor and going to the bal- cony,” an image that captures the men- tal activity of stepping back from the action and asking, “What’s really going on here?”

Leadership is an improvisational art. You may be guided by an overarching vision, clear values, and a strategic plan, but what you actually do from moment to moment cannot be scripted. You must respond as events unfold. To use our metaphor, you have to move back and forth from the balcony to the dance floor, over and over again throughout the days, weeks, months, and years. While today’s plan may make sense now, tomorrow you’ll discover the unan- ticipated effects of today’s actions and have to adjust accordingly. Sustaining good leadership, then, requires first and foremost the capacity to see what is hap- pening to you and your initiative as it is happening and to understand how today’s turns in the road will affect to- morrow’s plans.

But taking a balcony perspective is extremely tough to do when you’re fiercely engaged down below, being pushed and pulled by the events and people around you – and doing some pushing and pulling of your own. Even if you are able to break away, the prac- tice of stepping back and seeing the big picture is complicated by several factors. For example, when you get some dis- tance, you still must accurately interpret what you see and hear. This is easier said than done. In an attempt to avoid diffi- cult change, people will naturally, even unconsciously, defend their habits and ways of thinking. As you seek input from a broad range of people, you’ll con- stantly need to be aware of these hid- den agendas. You’ll also need to observe your own actions; seeing yourself ob- jectively as you look down from the bal- cony is perhaps the hardest task of all.

Ronald A. Heifetz and Marty Linsky teach leadership at the John F. Kennedy School of Government at Harvard University in Cambridge, Massachusetts. They are part- ners of Cambridge Leadership Associates, a firm that consults to senior executives on the practice of leadership (www.cambridge-leadership.com). They are also the coauthors of Leadership on the Line: Staying Alive Through the Dangers of Leading (Harvard Business School Press, 2002), from which this article is adapted.

Fortunately, you can learn to be both an observer and a participant at the same time. When you are sitting in a meeting, practice by watching what is happening while it is happening – even as you are part of what is happening. Observe the relationships and see how people’s attention to one another can vary: supporting, thwarting, or listening. Watch people’s body language. When you make a point, resist the instinct to stay perched on the edge of your seat, ready to defend what you said. A tech- nique as simple as pushing your chair a few inches away from the table after you speak may provide the literal as well as metaphorical distance you need to become an observer.

Court the uncommitted. It’s tempt- ing to go it alone when leading a change initiative. There’s no one to dilute your ideas or share the glory, and it’s often just plain exciting. It’s also foolish. You need to recruit partners, people who can help protect you from attacks and who can point out potentially fatal flaws in your strategy or initiative. Moreover, you are far less vulnerable when you are out on the point with a bunch of folks rather than alone. You also need to keep the opposition close. Knowing what your opponents are thinking can help you challenge them more effectively and thwart their attempts to upset your agenda – or allow you to borrow ideas

that will improve your initiative. Have coffee once a week with the person most dedicated to seeing you fail.

But while relationships with allies and opponents are essential, the people who will determine your success are often those in the middle, the uncom- mitted who nonetheless are wary of your plans. They have no substantive stake in your initiative, but they do have a stake in the comfort, stability, and se- curity of the status quo. They’ve seen change agents come and go, and they

know that your initiative will disrupt their lives and make their futures un- certain. You want to be sure that this general uneasiness doesn’t evolve into a move to push you aside.

These people will need to see that your intentions are serious – for exam- ple, that you are willing to let go of those who can’t make the changes your initiative requires. But people must also see that you understand the loss you are asking them to accept. You need to name the loss, be it a change in time- honored work routines or an overhaul of the company’s core values, and ex- plicitly acknowledge the resulting pain. You might do this through a series of simple statements, but it often requires something more tangible and public – recall Franklin Roosevelt’s radio “fire- side chats” during the Great Depres- sion – to convince people that you truly understand.

Beyond a willingness to accept casu- alties and acknowledge people’s losses, two very personal types of action can defuse potential resistance to you and your initiatives. The first is practicing what you preach. In 1972, Gene Patter- son took over as editor of the St. Peters- burg Times. His mandate was to take the respected regional newspaper to a higher level, enhancing its reputation for fine writing while becoming a fear- less and hard-hitting news source. This

would require major changes not only in the way the community viewed the newspaper but also in the way Times reporters thought about themselves and their roles. Because prominent or- ganizations and individuals would no longer be spared warranted criticism, reporters would sometimes be angrily rebuked by the subjects of articles.

Several years after Patterson arrived, he attended a party at the home of the paper’s foreign editor. Driving home, he pulled up to a red light and scraped the

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Executives leading difficult change initiatives are

often blissfully ignorant of an approaching threat

until it is too late to respond.

car next to him. The police officer called to the scene charged Patterson with driving under the influence. Patterson phoned Bob Haiman, a veteran Times newsman who had just been appointed executive editor, and insisted that a story on his arrest be run. As Haiman recalls, he tried to talk Patterson out of it, arguing that DUI arrests that didn’t involve injuries were rarely reported, even when prominent figures were in- volved. Patterson was adamant, how- ever, and insisted that the story appear on page one.

Patterson, still viewed as somewhat of an outsider at the paper, knew that if he wanted his employees to follow the highest journalistic standards, he would have to display those standards, even when it hurt. Few leaders are called upon to disgrace themselves on the front page of a newspaper. But adopting the behavior you expect from others – whether it be taking a pay cut in tough times or spending a day working next to employees on a reconfigured produc- tion line – can be crucial in getting buy- in from people who might try to under- mine your initiative.

The second thing you can do to neu- tralize potential opposition is to ac- knowledge your own responsibility for whatever problems the organization currently faces. If you have been with the company for some time, whether in a position of senior authority or not, you’ve likely contributed in some way to the current mess. Even if you are new, you need to identify areas of your own behavior that could stifle the change you hope to make.

In our teaching, training, and con- sulting, we often ask people to write or talk about a leadership challenge they currently face. Over the years, we have read and heard literally thousands of such challenges. Typically, in the first version of the story, the author is no- where to be found. The underlying mes- sage: “If only other people would shape up, I could make progress here.” But by too readily pointing your finger at oth- ers, you risk making yourself a target. Remember, you are asking people to move to a place where they are fright-

ened to go. If at the same time you’re blaming them for having to go there, they will undoubtedly turn against you.

In the early 1990s, Leslie Wexner, founder and CEO of the Limited, real- ized the need for major changes at the company, including a significant reduc- tion in the workforce. But his consul- tant told him that something else had to change: long-standing habits that were at the heart of his self-image. In particular, he had to stop treating the company as if it were his family. The in- dulgent father had to become the chief personnel officer, putting the right peo- ple in the right jobs and holding them accountable for their work. “I was an athlete trained to be a baseball player,’’ Wexner recalled during a recent speech at Harvard’s Kennedy School. “And one day, someone tapped me on the shoul- der and said, ‘Football.’ And I said, ‘No, I’m a baseball player.’ And he said, ‘Foot- ball.’ And I said, ‘I don’t know how to play football. I’m not 6'4'', and I don’t weigh 300 pounds.’ But if no one values baseball anymore, the baseball player will be out of business. So I looked into the mirror and said, ‘Schlemiel, nobody wants to watch baseball. Make the trans- formation to football.’” His personal makeover – shedding the role of forgiv- ing father to those widely viewed as not holding their own – helped sway other employees to back a corporate make- over. And his willingness to change helped protect him from attack during the company’s long – and generally suc- cessful – turnaround period.

Cook the conflict. Managing conflict is one of the greatest challenges a leader of organizational change faces. The con- flict may involve resistance to change, or it may involve clashing viewpoints about how the change should be car- ried out. Often, it will be latent rather than palpable. That’s because most or- ganizations are allergic to conflict, see- ing it primarily as a source of danger, which it certainly can be. But conflict is a necessary part of the change process and, if handled properly, can serve as the engine of progress.

Thus, a key imperative for a leader trying to achieve significant change is to

manage people’s passionate differences in a way that diminishes their destruc- tive potential and constructively har- nesses their energy. Two techniques can help you achieve this. First, create a se- cure place where the conflicts can freely bubble up. Second, control the temper- ature to ensure that the conflict doesn’t boil over – and burn you in the process.

The vessel in which a conflict is sim- mered – in which clashing points of view mix, lose some of their sharpness, and ideally blend into consensus – will

look and feel quite different in different contexts. It may be a protected physical space, perhaps an off-site location where an outside facilitator helps a group work through its differences. It may be a clear set of rules and processes that give mi- nority voices confidence that they will be heard without having to disrupt the proceedings to gain attention. It may be the shared language and history of an organization that binds people to- gether through trying times. Whatever its form, it is a place or a means to con-

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The importance – and difficulty – of distinguishing between adaptive and

technical change can be illustrated with an analogy. When your car has

problems, you go to a mechanic. Most of the time, the mechanic can fix the

car. But if your car troubles stem from the way a family member drives,

the problems are likely to recur. Treating the problems as purely technical

ones – taking the car to the mechanic time and again to get it back on the

road – masks the real issues. Maybe you need to get your mother to stop

drinking and driving, get your grandfather to give up his driver’s license, or

get your teenager to be more cautious. Whatever the underlying problems,

the mechanic can’t solve them. Instead, changes in the family need to occur,

and that won’t be easy. People will resist the moves, even denying that such

problems exist. That’s because even those not directly affected by an adap-

tive change typically experience discomfort when someone upsets a group’s

or an organization’s equilibrium.

Such resistance to adaptive change certainly happens in business. Indeed,

it’s the classic error: Companies treat adaptive challenges as if they were

technical problems. For example, executives attempt to improve the bottom

line by cutting costs across the board. Not only does this avoid the need to

make tough choices about which areas should be trimmed, it also masks

the fact that the company’s real challenge lies in redesigning its strategy.

Treating adaptive challenges as technical ones permits executives to do

what they have excelled at throughout their careers: solve other people’s

problems. And it allows others in the organization to enjoy the primordial

peace of mind that comes from knowing that their commanding officer has

a plan to maintain order and stability. After all, the executive doesn’t have

to instigate – and the people don’t have to undergo – uncomfortable change.

Most people would agree that, despite the selective pain of a cost-cutting

exercise, it is less traumatic than reinventing a company.

Adaptive Versus Technical Change

Whose Problem Is It?

tain the roiling forces unleashed by the threat of major change.

But a vessel can withstand only so much strain before it blows. A huge chal- lenge you face as a leader is keeping your employees’ stress at a productive level. The success of the change effort – as well as your own authority and even sur- vival – requires you to monitor your or- ganization’s tolerance for heat and then regulate the temperature accordingly.

You first need to raise the heat enough that people sit up, pay attention, and deal with the real threats and challenges facing them. After all, without some dis- tress, there’s no incentive to change. You can constructively raise the temperature by focusing people’s attention on the hard issues, by forcing them to take re- sponsibility for tackling and solving those issues, and by bringing conflicts occurring behind closed doors out into the open.

But you have to lower the tempera- ture when necessary to reduce what can be counterproductive turmoil. You can turn down the heat by slowing the pace of change or by tackling some relatively straightforward technical aspect of the problem, thereby reducing people’s anx- iety levels and allowing them to get warmed up for bigger challenges. You can provide structure to the problem- solving process, creating work groups with specific assignments, setting time parameters, establishing rules for deci- sion making, and outlining reporting relationships. You can use humor or find an excuse for a break or a party to tem- porarily ease tensions. You can speak to people’s fears and, more critically, to their hopes for a more promising future. By showing people how the future might look, you come to embody hope rather than fear, and you reduce the likelihood of becoming a lightning rod for the conflict.

The aim of both these tactics is to keep the heat high enough to motivate people but low enough to prevent a di- sastrous explosion – what we call a “pro- ductive range of distress.” Remember, though, that most employees will re- flexively want you to turn down the heat; their complaints may in fact indi-

cate that the environment is just right for hard work to get done.

We’ve already mentioned a classic ex- ample of managing the distress of fun- damental change: Franklin Roosevelt during the first few years of his presi- dency. When he took office in 1933, the chaos, tension, and anxiety brought on by the Depression ran extremely high. Demagogues stoked class, ethnic, and racial conflict that threatened to tear the nation apart. Individuals feared an uncertain future. So Roosevelt first did what he could to reduce the sense of disorder to a tolerable level. He took decisive and authoritative action – he pushed an extraordinary number of bills through Congress during his fabled first 100 days – and thereby gave Americans a sense of direction and safety, reassur- ing them that they were in capable hands. In his fireside chats, he spoke to people’s anxiety and anger and laid out a positive vision for the future that made the stress of the current crisis bearable and seem a worthwhile price to pay for progress.

But he knew the problems facing the nation couldn’t be solved from the White House. He needed to mobilize citizens and get them to dream up, try

out, fight over, and ultimately own the sometimes painful solutions that would transform the country and move it for- ward. To do that, he needed to maintain a certain level of fermentation and dis- tress. So, for example, he orchestrated conflicts over public priorities and pro- grams among the large cast of creative people he brought into the government. By giving the same assignment to two different administrators and refusing to

clearly define their roles, he got them to generate new and competing ideas. Roosevelt displayed both the acuity to recognize when the tension in the na- tion had risen too high and the emo- tional strength to take the heat and per- mit considerable anxiety to persist.

Place the work where it belongs. Because major change requires people across an entire organization to adapt, you as a leader need to resist the reflex reaction of providing people with the answers. Instead, force yourself to trans- fer, as Roosevelt did, much of the work and problem solving to others. If you don’t, real and sustainable change won’t occur. In addition, it’s risky on a per- sonal level to continue to hold on to the work that should be done by others.

As a successful executive, you have gained credibility and authority by demonstrating your capacity to solve other people’s problems. This ability can be a virtue, until you find yourself faced with a situation in which you cannot deliver solutions. When this happens, all of your habits, pride, and sense of competence get thrown out of kilter because you must mobilize the work of others rather than find the way your- self. By trying to solve an adaptive chal- lenge for people, at best you will recon- figure it as a technical problem and create some short-term relief. But the issue will not have gone away.

In the 1994 National Basketball Asso- ciation Eastern Conference semifinals, the Chicago Bulls lost to the New York Knicks in the first two games of the best- of-seven series. Chicago was out to prove that it was more than just a one-man team, that it could win without Michael Jordan, who had retired at the end of the previous season.

In the third game, the score was tied at 102 with less than two seconds left. Chicago had the ball and a time-out to plan a final shot. Coach Phil Jackson called for Scottie Pippen, the Bulls’ star since Jordan had retired, to make the inbound pass to Toni Kukoc for the final shot. As play was about to resume, Jack- son noticed Pippen sitting at the far end of the bench. Jackson asked him whether he was in or out.“I’m out,” said

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To neutralize potential

opposition, you should

acknowledge your own

responsibility for whatever

problems the organization

currently faces.

Pippen, miffed that he was not tapped to take the final shot. With only four play- ers on the floor, Jackson quickly called another time-out and substituted an ex- cellent passer, the reserve Pete Myers, for Pippen. Myers tossed a perfect pass to Kukoc, who spun around and sank a miraculous shot to win the game.

The Bulls made their way back to the locker room, their euphoria deflated by Pippen’s extraordinary act of insubor- dination. Jackson recalls that as he en- tered a silent room, he was uncertain about what to do. Should he punish Pip- pen? Make him apologize? Pretend the whole thing never happened? All eyes were on him. The coach looked around, meeting the gaze of each player, and said, “What happened has hurt us. Now you have to work this out.”

Jackson knew that if he took action to resolve the immediate crisis, he would have made Pippen’s behavior a matter between coach and player. But he un- derstood that a deeper issue was at the heart of the incident: Who were the Chicago Bulls without Michael Jordan? It wasn’t about who was going to suc- ceed Jordan, because no one was; it was about whether the players could jell as a team where no one person dominated and every player was willing to do what- ever it took to help. The issue rested with the players, not him, and only they could resolve it. It did not matter what they decided at that moment; what mat- tered was that they, not Jackson, did the deciding. What followed was a discus- sion led by an emotional Bill Cartwright, a team veteran. According to Jackson, the conversation brought the team closer together. The Bulls took the series to a seventh game before succumbing to the Knicks.

Jackson gave the work of addressing both the Pippen and the Jordan issues back to the team for another reason: If he had taken ownership of the prob- lem, he would have become the issue, at least for the moment. In his case, his po- sition as coach probably wouldn’t have been threatened. But in other situations, taking responsibility for resolving a con- flict within the organization poses risks. You are likely to find yourself resented

by the faction that you decide against and held responsible by nearly every- one for the turmoil your decision gener- ates. In the eyes of many, the only way to neutralize the threat is to get rid of you.

Despite that risk, most executives can’t resist the temptation to solve fun- damental organizational problems by themselves. People expect you to get right in there and fix things, to take a stand and resolve the problem. After all, that is what top managers are paid to do. When you fulfill those expecta- tions, people will call you admirable and courageous – even a “leader” – and that is flattering. But challenging your em- ployees’ expectations requires greater courage and leadership.

The Dangers Within

We have described a handful of leader- ship tactics you can use to interact with the people around you, particularly those who might undermine your ini- tiatives. Those tactics can help advance your initiatives and, just as important, ensure that you remain in a position where you can bring them to fruition. But from our own observations and painful personal experiences, we know that one of the surest ways for an orga- nization to bring you down is simply to let you precipitate your own demise.

In the heat of leadership, with the adrenaline pumping, it is easy to con- vince yourself that you are not subject to the normal human frailties that can defeat ordinary mortals. You begin to act as if you are indestructible. But the intellectual, physical, and emotional challenges of leadership are fierce. So, in addition to getting on the balcony, you need to regularly step into the inner chamber of your being and assess the tolls those challenges are taking. If you don’t, your seemingly indestructible self can self-destruct. This, by the way, is an ideal outcome for your foes – and even friends who oppose your initiative – because no one has to feel responsible for your downfall.

Manage your hungers. We all have hungers, expressions of our normal human needs. But sometimes those hungers disrupt our capacity to act

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wisely or purposefully. Whether inher- ited or products of our upbringing, some of these hungers may be so strong that they render us constantly vulnerable. More typically, a stressful situation or setting can exaggerate a normal level of need, amplifying our desires and overwhelming our usual self-discipline. Two of the most common and danger- ous hungers are the desire for control and the desire for importance.

Everyone wants to have some mea- sure of control over his or her life. Yet some people’s need for control is dis- proportionately high. They might have grown up in a household that was either tightly structured or unusually chaotic; in either case, the situation drove them to become masters at taming chaos not only in their own lives but also in their organizations.

That need for control can be a source of vulnerability. Initially, of course, the ability to turn disorder into order may be seen as an attribute. In an organization facing turmoil, you may seem like a god- send if you are able (and desperately want) to step in and take charge. By low- ering the distress to a tolerable level, you keep the kettle from boiling over.

But in your desire for order, you can mistake the means for the end. Rather than ensuring that the distress level in an organization remains high enough to mobilize progress on the issues, you focus on maintaining order as an end in itself. Forcing people to make the dif- ficult trade-offs required by fundamen- tal change threatens a return to the dis- order you loathe. Your ability to bring the situation under control also suits the people in the organization, who natu- rally prefer calm to chaos. Unfortu- nately, this desire for control makes you vulnerable to, and an agent of, the or- ganization’s wish to avoid working through contentious issues. While this may ensure your survival in the short term, ultimately you may find yourself accused, justifiably, of failing to deal with the tough challenges when there was still time to do so.

Most people also have some need to feel important and affirmed by others. The danger here is that you will let this

back to earth when you start taking praise too seriously. But don’t confuse confidants with allies: Instead of sup- porting your current initiative, a confi- dant simply supports you. A common mistake is to seek a confidant among trusted allies, whose personal loyalty may evaporate when a new issue more important to them than you begins to emerge and take center stage.

Perhaps most important, you need to distinguish between your personal self, which can serve as an anchor in stormy weather, and your professional role, which never will. It is easy to mix up the two. And other people only increase the confusion: Colleagues, subordinates, and even bosses often act as if the role you play is the real you. But that is not the case, no matter how much of your- self – your passions, your values, your talents – you genuinely and laudably pour into your professional role. Ask anyone who has experienced the rude awakening that comes when they leave a position of authority and suddenly find that their phone calls aren’t re- turned as quickly as they used to be.

That harsh lesson holds another im- portant truth that is easily forgotten: When people attack someone in a posi- tion of authority, more often than not they are attacking the role, not the per- son. Even when attacks on you are highly personal, you need to read them pri- marily as reactions to how you, in your role, are affecting people’s lives. Under- standing the criticism for what it is pre- vents it from undermining your stability and sense of self-worth. And that’s im- portant because when you feel the sting of an attack, you are likely to become de- fensive and lash out at your critics, which can precipitate your downfall.

We hasten to add that criticism may contain legitimate points about how you are performing your role. For ex- ample, you may have been tactless in raising an issue with your organization, or you may have turned the heat up too quickly on a change initiative. But, at its heart, the criticism is usually about the issue, not you. Through the guise of attacking you personally, people often are simply trying to neutralize the threat

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affirmation give you an inflated view of yourself and your cause. A grandiose sense of self-importance often leads to self-deception. In particular, you tend to forget the creative role that doubt – which reveals parts of reality that you wouldn’t otherwise see – plays in get- ting your organization to improve. The absence of doubt leads you to see only that which confirms your own compe- tence, which will virtually guarantee di- sastrous missteps.

Another harmful side effect of an in- flated sense of self-importance is that you will encourage people in the or- ganization to become dependent on you. The higher the level of distress, the greater their hopes and expectations that you will provide deliverance. This relieves them of any responsibility for moving the organization forward. But their dependence can be detrimental not only to the group but to you per- sonally. Dependence can quickly turn

to contempt as your constituents dis- cover your human shortcomings.

Two well-known stories from the computer industry illustrate the perils of dependency–and how to avoid them. Ken Olsen, the founder of Digital Equip- ment Corporation, built the company into a 120,000-person operation that, at its peak, was the chief rival of IBM. A generous man, he treated his employees extraordinarily well and experimented with personnel policies designed to in- crease the creativity, teamwork, and sat- isfaction of his workforce. This, in tan- dem with the company’s success over the years, led the company’s top man- agement to turn to him as the sole de- cision maker on all key issues. His deci- sion to shun the personal computer market because of his belief that few people would ever want to own a PC, which seemed reasonable at the time, is generally viewed as the beginning of the end for the company. But that isn’t

the point; everyone in business makes bad decisions. The point is, Olsen had fostered such an atmosphere of depen- dence that his decisions were rarely challenged by colleagues – at least not until it was too late.

Contrast that decision with Bill Gates’s decision some years later to keep Microsoft out of the Internet business. It didn’t take long for him to reverse his stand and launch a corporate overhaul that had Microsoft’s delivery of Inter- net services as its centerpiece. After watching the rapidly changing com- puter industry and listening carefully to colleagues, Gates changed his mind with no permanent damage to his sense of pride and an enhanced reputation due to his nimble change of course.

Anchor yourself. To survive the tur- bulent seas of a change initiative, you need to find ways to steady and stabilize yourself. First, you must establish a safe harbor where each day you can reflect

on the previous day’s journey, repair the psychological damage you have in- curred, renew your stores of emotional resources, and recalibrate your moral compass. Your haven might be a physi- cal place, such as the kitchen table of a friend’s house, or a regular routine, such as a daily walk through the neighbor- hood. Whatever the sanctuary, you need to use and protect it. Unfortunately, seeking such respite is often seen as a luxury, making it one of the first things to go when life gets stressful and you become pressed for time.

Second, you need a confidant, some- one you can talk to about what’s in your heart and on your mind without fear of being judged or betrayed. Once the undigested mess is on the table, you can begin to separate, with your confidant’s honest input, what is worthwhile from what is simply venting. The confidant, typically not a coworker, can also pump you up when you’re down and pull you

To survive, you need a sanctuary where you can reflect

on the previous day’s journey, renew your emotional

resources, and recalibrate your moral compass.

they perceive in your point of view. Does anyone ever attack you when you hand out big checks or deliver good news? People attack your personality, style, or judgment when they don’t like the message.

When you take “personal” attacks per- sonally, you unwittingly conspire in one of the common ways you can be taken out of action – you make yourself the issue. Contrast the manner in which presidential candidates Gary Hart and Bill Clinton handled charges of philan- dering. Hart angrily counterattacked, criticizing the scruples of the reporters who had shadowed him. This defensive personal response kept the focus on his behavior. Clinton, on national television, essentially admitted he had strayed, acknowledging his piece of the mess. His strategic handling of the situation allowed him to return the campaign’s focus to policy issues. Though both at- tacks were extremely personal, only Clinton understood that they were basi- cally attacks on positions he represented and the role he was seeking to play.

Do not underestimate the difficulty of distinguishing self from role and responding coolly to what feels like a personal attack – particularly when the criticism comes, as it will, from people you care about. But disciplining your- self to do so can provide you with an anchor that will keep you from running

aground and give you the stability to remain calm, focused, and persistent in engaging people with the tough issues.

Why Lead?

We will have failed if this “survival man- ual” for avoiding the perils of leadership causes you to become cynical or callous in your leadership effort or to shun the challenges of leadership altogether. We haven’t touched on the thrill of inspir- ing people to come up with creative solutions that can transform an organi- zation for the better. We hope we have shown that the essence of leadership lies in the capacity to deliver disturbing news and raise difficult questions in a way that moves people to take up the message rather than kill the messenger. But we haven’t talked about the rea- sons that someone might want to take these risks.

Of course, many people who strive for high-authority positions are attracted to power. But in the end, that isn’t enough to make the high stakes of the game worthwhile. We would argue that, when they look deep within themselves, peo- ple grapple with the challenges of lead- ership in order to make a positive dif- ference in the lives of others.

When corporate presidents and vice presidents reach their late fifties, they often look back on careers devoted to winning in the marketplace. They may

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have succeeded remarkably, yet some people have difficulty making sense of their lives in light of what they have given up. For too many, their accom- plishments seem empty. They question whether they should have been more aggressive in questioning corporate pur- poses or creating more ambitious vi- sions for their companies.

Our underlying assumption in this article is that you can lead and stay alive – not just register a pulse, but really be alive. But the classic protective devices of a person in authority tend to insulate them from those qualities that foster an acute experience of living. Cynicism, often dressed up as realism, undermines creativity and daring. Arrogance, often posing as authoritative knowledge, snuffs out curiosity and the eagerness to question. Callousness, sometimes portrayed as the thick skin of experi- ence, shuts out compassion for others.

The hard truth is that it is not possi- ble to know the rewards and joys of leadership without experiencing the pain as well. But staying in the game and bearing that pain is worth it, not only for the positive changes you can make in the lives of others but also for the meaning it gives your own.

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