I thought I’d share with you some insights from Bill George’s True North: Discover Your Authentic Leadership (J-B Warren Bennis Series)
First off, who is Bill George? He was CEO of Medtronic from 1991 to 2001, and its Chairman from 1996 – 2002, during which time he led the organization from a market capitalization of about $1 Billion to $60 Billion. Impressive! He is currently professor of management practice at Harvard Business School and serves on the Board of a number of corporations.
Early in his book, he summarizes what he calls five dimensions of an authentic leader:
- Pursuing purpose with passion
- Practicing solid values
- Leading with heart
- Establishing enduring relationships
- Demonstrating self-discipline
I have gotten to know a number of effective leaders very well over the years, and I would say Mr. George sums up pretty well what it is that sets them apart. Note that this list is not a full list of characteristics you would expect leaders to have, such as integrity and expertise. It is instead a list of what really sets them apart.
As for me, the “dimension” that I have the most difficulty with is demonstrating self-discipline. Interestingly, it is one of the characteristics I admire most in the true leaders I have observed over the years. And, it was certainly something my Dad demonstrated: he had extraordinary self-discipline and willpower. I did not inherit very much of that (although my brother did, and I am proud of him for it).
On a different note, during the book’s discussion of The Journey to Authentic Leadership, Mr. George quotes Vanguard CEO, Jack Brennan:
“The dissatisfied people I have known and those who experienced ethical or legal failures all had a career plan.”
Mr. Brennan indicated that a career map can be harmful, especially if one focuses on it too much. I think that’s an interesting observation, and it probably resonates with what many of us have observed in life: the people who are so very much interested in their careers are the ones to “watch out for,” as they can let their plans override their ethics.
Does this say that we should not make plans or have goals? Certainly not. It does say, though, that we have to remain in control of our goals, not the other way around.
A little later in the book is an interview with another CEO who said that, early in his career, he would take credit for what others had done and never thought much about anything else except making it to the top. He said all of that changed when his sister died and he realized what is really important. He said he then began working with his teams to help them be successful, always giving credit to the team, and that his career soared. I would speculate that it soared because his bosses noted that he had become an authentic person, one with values that others can resonate with. I also think he is a huge man for admitting to everyone that he was not the kind of person he should have been at one time.
I would say that the most effective leaders I have known have consistently pointed to the success of their associates and employees and team members, rather than to their own accomplishments. And, whenever they did this, you could tell it came from the heart.
Anyway, back to the main point: you may be interested in assessing yourself against Mr. George’s 5 dimensions. I suspect some of you are where you want to be in all 5 dimensions, but some, like me, have one or more where you see room for improvement.
Your thoughts? Anything you would add?