| Introduction | | | | anyone who wanted to join her was free to go. |
| Leadership tips are available anywhere. There | | | | Somehow, somewhere I got enough common |
| are books, seminars, posters to put on the wall. | | | | sense (something not always compatible with big |
| I'll try not to repeat the most common ones. In | | | | egos) to declare a ten minute break. |
| this article we deal with ego. | | | | Everyone left the room but me, and I'm sure |
| Everyone has an ego. If you are in a leadership | | | | there were some interesting conversations that |
| position, even of your own making, then you | | | | went on as folks strolled down the hall. I had |
| probably have a substantial ego. It's not a bad | | | | some decisions to make, fast. |
| thing. A strong ego is at the heart of your self | | | | Separating Ego from What's Really Important |
| confidence. It's what helps you make and | | | | When everyone came back into the room, I think |
| defend decisions, and fight off your competition. | | | | I shocked them all. I thanked the rebellious |
| Your ego is a critical part of who you are as a | | | | manager for her feedback, and apologized for my |
| leader. It can also work against you. | | | | behavior. Then I quickly made clear the |
| Leadership Tip in Story Form | | | | difference between my behavior and my |
| Recruited to a new job in a new location, I | | | | position. |
| inherited an IT organization of around 100 | | | | The group needed to understand that the easy |
| people. Their reputation was that they were | | | | action of slipping the schedule should not be easy, |
| hard working but ineffective. There were quality | | | | and could no longer be an easy decision as we |
| issues with systems, and projects almost never | | | | went forward. How I made that point to them |
| delivered on time or on budget. | | | | was wrong, but the point I made was |
| So there I am, in week two or three on the job, | | | | non-negotiable. I intended to challenge them, |
| sitting in a meeting with 8 managers from | | | | every day if I had to, but I promised to do so |
| different departments. The group is reviewing | | | | with respect, and I apologized for having been |
| outstanding issues on a specific project and | | | | disrespectful before the break. |
| figuring out how to address them. Everything is | | | | That was tough. Inside, I really was still angry at |
| being handled smoothly, and the group quickly | | | | that manager who spoke out. I didn't know yet |
| reaches consensus -- a schedule slip is required. | | | | whether this team of people really could change |
| This was one consensus that was achieved far | | | | their behavior and turn the organization's |
| too quickly for me. I spoke up (loudly) and told | | | | performance around. I thought my original gut |
| the group the schedule slips had to stop. I told | | | | instincts were more right than wrong. |
| them their reputation with client organizations was | | | | I wouldn't hear the term ego sacrifice until a year |
| in the toilet, and it was time for this behavior to | | | | or two after this incident, but boy did I sacrifice |
| change or we would have to change the makeup | | | | my ego that day. And it hurt my pride. Here's |
| of the management team. I told them I didn't | | | | the thing, though. The hurt healed, pretty |
| relocate my family to be part of a group of | | | | quickly. And from that day forward, eight |
| losers. | | | | managers saw me differently. |
| Dead Silence | | | | When you sacrifice your ego, you don't wimp |
| Yes, the room was very quiet for just a minute. | | | | out. You separate your own pride from the |
| Then one of the managers spoke up, rather | | | | situation. I didn't yield on the importance of |
| forcefully. And all she said was, and I quote, | | | | sticking to committed project schedules. Starting |
| "Don't you ever talk to us like that". | | | | right then schedule slips were treated as a very |
| Whoa, didn't see that coming. Moreover, I didn't | | | | big deal, and there were less of them. At the |
| like it one bit. I could feel the blood boiling and | | | | same time, I established an implicit value of mutual |
| my face getting red. Here I was, the new | | | | respect that would govern many future |
| sheriff in town, and I'd just laid down the law. | | | | discussions and issues. |
| Now sports fans, a quick check of the | | | | What would have happened without the ego |
| scoreboard. There are zero people jumping to | | | | sacrifice? It's hard to say precisely, but the one |
| my side of this conflict. One brave (or stupid) | | | | thing that's certain is that mutual respect as a |
| manager strongly challenging my authority, and | | | | shared value would not have taken root that |
| seven other people saying nothing but watching | | | | day. Regardless what might have happened to |
| very closely to see how this game is going to | | | | that specific project, I have no doubt that some |
| end. | | | | of the improvements that group made in the |
| My gut, fueled by my ego, told me to fire that | | | | following months and years would not have |
| woman on the spot, or at least toss her out of | | | | happened. And my ego would have been to |
| the meeting and tell the rest of the group that | | | | blame. |