Thoughts on Leadership

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Sex, Alcohol, and “After Midnight.” – Three Elements That Have the Potential to Derail Leaders

Ryan Lotche is the latest high-profile victim of poor decision making or more simply “himself”. One night of bad decisions influenced by one, or a combination of the three elements – sex, alcohol, and/or “after midnight.” derailed his success story. Rather than celebrating his Olympic successes that he worked daily over the course of years to achieve, he is dealing with the fallout of one night lying on camera, embarrassing the United States, and losing endorsements.

Of course there are other missteps such as greed and power that bring down leaders. However, those elements have a more premeditated and long-term process of destruction. What I am referring to here are individuals who in one night precipitate their world crashing down around them. The disaster is preventable and caused solely from decisions that were made after midnight, and influenced by sex and/or alcohol.

I contend that an individual not only has the potential to have their judgment clouded by sex, alcohol, and after midnight, but as you combine the elements the risks increase exponentially. My evidence is purely anecdotal however; you may have anecdotes that also support my point. Think of several people you know that had a good thing going such as a career, family, relationship, or business venture derailed by a one-time event. What were the causal factors? Were sex, alcohol, and a decision “after midnight” part of the equation?

To be clear here are my definitions to fit the context:

  • Sex: merely the act of pursuing the opposite sex qualifies as sex in this context
  • Alcohol: being under the influence and over the legal limit to drive
  • After midnight: making decisions after 2400 hours local time

Lets look at an example: It is Friday afternoon and the group you lead decides to have an impromptu celebration. Your announcement that the company was awarded the contract that consumed the team for two weeks was greeted with cheers. The celebration starts at happy hour, the drinks flow and everyone is having a good time. Those that try to leave get pressured to stay for dinner. There is plenty of wine and toasting at dinner and as dinner ends the group starts coming up with ideas for what is next that night. It’s getting late, many have had too much to drink, and someone says: “Let’s go across the street to that bar with the band and dance floor.”

Have a picture in your mind? What happens next is up to your imagination or experience. Some possibilities:

  • Nothing negative occurs everything works out fine.
  • A drunken coworker gets in their car and drives home.
  • Someone says something to a coworker that is inappropriate.
  • Someone misses an event with a significant other?
  • Photos of the group and individuals are posted on Facebook and Instagram.
  • Someone streams portions of the event on Periscope.

So what’s the big deal you say, your team is just celebrating a professional success. You are right and a well deserved one. But as a leader what are your roles and responsibilities to yourself, your team, and the organization?

Leaders manage many risks to ensure success, to navigate challenges, and to meet high levels of performance. As professionals they constantly prepare for contingencies, they know their responsibilities, and are ready to fulfill their role 24/7. If that is true, how is it then that leaders from the lowest levels to CEO’s have fallen prey to poor judgment outside the confines of daily routines?

Do decision-making, risk management, and training for scenarios outside of the confines of daily routines have the correct priority in your leadership training and education? Leaders’ decisions 24/7 have an affect at a personal, a professional, and an organizational level. Just ask the Ryan Lochte and the US Olympic Committee.

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Leadership Thoughts: Four Ways Leaders Build Trust

If leadership is a bond of trust between the leader and the led, how do you build that trust?

The Armed Forces Officer (National Defense University Press and Potomac Books Inc. 2007) provides guidance to those who lead in the most challenging environments. Those recommendations are easily adapted to every leadership environment.

Leaders set and enforce the standards: Establishing the expectation of performance is easy. What you do when the expectation is not met can be more difficult. Most importantly, your action or lack of action determines the true level of performance the organization will attain. How do you enforce the standards you set as the leader?

Leaders set the example: This one sounds like a no-brainer; however think how often you point out how your superiors set a poor example. Are your subordinates doing the same? How well do you set the example? If you expect honest and transparent behavior, do your subordinates see you withholding information in making a presentation to the boss? Do you skirt the rules because “rank has its privileges”? Take a few minutes to honestly assess yourself. If your subordinates acted exactly as you do, what would be the outcome?

Leaders model moral courage: Have you experienced a leader unwilling to take a moral stand and do what was right so they did not rock the boat? How did that change your view of them? Moral courage means doing what is right, even when the consequences may not serve you well. Identify an individual in your organization who regularly demonstrates moral courage? What do you think of them? How do your subordinates grade you on moral courage?

Leaders build and sustain morale: You are leading a high performance organization, working hard, producing results, and delivering on time. But is your team truly a team or just a collection of individuals. Does the team work together and demonstrate that the team is more important then the individual? Do team members step outside their assigned roles to assist others? How do they talk to others about the organization? Quantifying morale can be challenging, however when asked, subordinates will readily make it known how they feel about the team.

Reflecting on these four actions will provide an assessment of your leadership. If you are looking for some actionable feedback, you may consider soliciting input from your subordinates by asking: “How well do I …? Please provide specific positive and negative examples.

Everyone already knows the answers – except you.

 

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Leadership Reflection: How does your performance under duress compare to this teen?

As a leader you are continually evaluated on your performance, particularly when you are under duress. What would your report card say about you?

  • How well do you perform when under stress for extended periods of time?
  • What is it like to be one of your subordinate’s when you are under pressure or navigating a challenge?
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Weekly Leadership Thought: What do Your Subordinates Say About Your Leadership?

Leadership is not a popularity contest it is about accomplishing the mission.

You clearly articulate your expectations, you set the standard, and you set the example for performance. Frankly, you don’t care what they think of you because you are leading them where they need to go.

Should you be concerned about what your subordinates think and say about your leadership?

Does your subordinates opinion of your leadership have an impact on their effectiveness?

Does your subordinates opinion of your leadership have an impact on your effectiveness as a leader?

Does your opinion of your boss’ leadership impact your effectiveness?

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Weekly Leadership Thought – Leadership is a Bond of Trust

“ …leadership is founded on a bond of trust between the leader and the led… “ (The Armed Forces Officer, 2007)

How do you build that trust on a daily basis?

Share your thoughts in the comments section.

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As a Leader What do You Ask Yourself When You are in a Tough Situation?

As a leader, you find yourself with tough decisions or in tough situations on a regular basis. What do you do to bring clarity about your next steps?

Have you ever thought about what an accomplished leader would do?

A good question to ask yourself is: ‘What would (substitute a leader’s name here) do in this situation?”

The name may be a historic figure, current leader, family member, or a leader you respect.

This allows you to look at the issue from another leader’s perspective and challenge your bias’.

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What Kind of Leader are You?

Think of the best leader you ever worked with.

How did they make you feel?

Are you that kind of leader?

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