Executive Courage: For Alumni

7/15/2014

Executive Courage; Sometimes You Just Have to Walk Point

The first draft on my next book, subject as above, is due back from the typist/editor any day.  This book is a sequel to “So You Want to Be a Leader” except it is directed to the more seasoned professionals.

The title implies that circumstances often require the leader to walk point during the dangerous periods of a business when the economy or the actions of the competition threaten the very existence of the organization.  Walking point in business requires a toughness of soul, the ability to put one’s feelings aside, the willingness to recognize necessity, and the force of will to sneer at one’s fears notwithstanding the risks inherent in change.

I remember well the challenges of combat in Viet Nam and the necessity to pursue the Viet Cong and North Vietnamese regulars wherever they might be.  During these periods, it was sometimes necessary for the platoon commander (lieutenant) to walk point during the patrol or movement to contact.  Although it was not the norm for the platoon commander to be the point man, sometimes the variables relating to knowledge of the terrain or familiarity with the area of operations, discomfort with a new point man’s experience in a particularly dangerous area, or required speed of movement to a directed link up point or ambush site made it necessary to accept the risk associated with the possible loss of the leader.

In business, the leader walks point when there are unpopular personnel decisions to be made, when circumstances make it necessary to desert the status quo while accepting risk and unsettling the staff, modifying employee benefits when it is necessary to ensure the longevity of the company, or to close unprofitable subsidiaries that mean loss of jobs for long term and loyal employees.

Walking point is not for the status-seeking or nominal political leader using his current position as a springboard to the next; it is the practice of the responsible leader who accepts accountability for success or failure and never passes the tough decisions to the consensus-building, compromise-bound, feel good committees that propose sub-optimal actions that ensure mediocrity and a boneyard future for the organization.

Executive courage calls for dauntless, audacious decision-making that defies stasis and advocates for course corrections as necessary.  Simultaneously, it demands the training and development of a staff focused on exceeding the expectations of its customers while buttoning-down expenses and creating new revenue.