Our Approach to Leadership

Although many companies are now attempting to meet the challenge of defining and providing the right experiences for leaders, we prefer to take a broader view of how leaders are created. For individual leaders, being open to and aware of the learning that comes with each passage is critical. We know that this isn’t always easy to do. As predictable as the passages are, their intensity in the moment they are lived is intimidating. Even the smartest, most effective leaders can react to adversity by citing unforeseen circumstances, other people, or just bad luck. Unable to accept their own role in creating negative circumstances, they avoid the tough challenge of self-reflection by directing their energy toward finding a scapegoat (see Why CEOs Fail, by David Dotlich and Peter Cairo).

As “bad” as a passage may sound, it is not the event itself that hurts a career but how you react to it. It is how you handle working for a bad boss, being fired, or being acquired that determines whether the impact is positive or negative and whether you become a stronger leader or remain the same. Similarly, passages such as obtaining your first leadership position provide great opportunities; however, some people learn and grow because of their approach to the opportunity, and others merely get a new job.

With this in mind, let’s look at the three characteristics that are common to the passages we selected to present in this book:

1. Predictable: The passages we describe are inevitable. You’ll go through some of them more than once. And even though they’re predictable, they occur in a random fashion; many can take you by surprise. What is also predictable is that they will be a mix of personal and professional events, of adverse situations, and new or diverse experiences.

   Some of you may be surprised to find personal issues discussed in a leadership book. We’ve found, however, that the loss of a loved one, a divorce, and other significant life events have a tremendous impact on leadership performance and work effectiveness. To pretend these events have no impact, as individuals and organizations are wont to do, inhibits leadership development.

2. Intense: All the passages are emotionally and cognitively severe. Experiences as diverse as living in another country or becoming responsible for a business will push you out of your comfort zone. To respond productively to the intensity, you need to grow, and growth means change. If you respond negatively, a passage can destroy your career or even your marriage. The good news, though, is that this intensity is a wonderful catalyst for growth. Even after a keenly unpleasant event like being fired, intensity can propel you to change your behaviors in ways that prepare you much better for your next leadership role.

3. Passages: The word itself expresses transition and change. A passage can change your perspective; it can cause you to view work or yourself differently; it can motivate you to acquire new skills or try alternative behaviors in order to be more effective.