Omar Usman – The Motive Patrick Lencioni 3 Things I Learned
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In this video, the speaker discusses three things he learned from the book The Motive by Patrick Lenc Geoff. The first thing is that leaders are held accountable by their primary role, which is managing and leading people, and that leaders are held accountable to provide guidance and coaching to their leaders. The second thing is that leaders are held accountable by their actions, and that they need to provide guidance and coaching to their leaders to ensure that they are doing the right things. The third thing is that leaders are held accountable by their actions, and that they need to provide guidance and coaching to their leaders to ensure that they are doing the right things.
AI: Summary ©
In this video, I'm sharing 3 things I
learned from the book The Motive by Patrick
Lencioni.
This is a book that explains 2 different
motives that a leader may have for becoming
the CEO of an organization
and the cascading effect of either of those
two intentions.
So the first thing I learned really was
exactly that.
The organ the health on
the impact on organizational
health of the two different motives. So the
first motive that he outlines is the wrong
one, which is that people ascend the ladder
of leadership
as a reward. So they see their moving
up or them taking a role as a
CEO or a lead manager, whatever the case
may be, as the reward or the prize
for all of the hard work that they've
put in. And so when that person becomes
a leader, they act in a certain way.
So for example,
they don't like to do the things that
they don't want to do. So now that
I'm the leader, if I don't like meetings,
I'm not gonna hold meetings.
If I my interests align with marketing, I'm
gonna go full force in marketing
and delegate the rest out.
The problem with this is that, he says,
the role of the chief executive, which he
says the chief executing
officer,
as he renames it,
is that the primary role of that job
is managing and leading people. So coaching them,
holding them accountable,
helping them navigate different issues.
And so that requires doing a lot of
other work that the CEO might not want
to do. So when they come in with
the wrong motive, when they come in seeing
it as a reward, they're going to be
less likely to do the things that they're
supposed to be doing. And so things like,
I don't like meetings. I think they're boring,
so I'm not gonna have them. On the
other hand, there's the CEO that sees leadership
as a responsibility,
and so they come in as the servant
leader. And one thing that Linconi says in
the book is that we need to do
away with the term servant leader because
all of good leadership is actually servant leadership.
And so when that person comes in, they
see their role as a responsibility
of helping other people.
The second thing I learned is where a
leader is held accountable. So when Tony gives
the example that a an athlete is held
accountable by their performance on the field, a
surgeon is judged by their
performance, for example, in the operating room, a
leader is held accountable or or judged by
their performance in meetings
and the outcome of those meetings, which is
the decisions that they make. That's the primary
role and responsibility
of a leader. Now one thing that happens
in kind of the trap that people fall
into, when a leader
doesn't want to have meetings, or they see
that now that I'm the leader, I can
choose not to do these things, they're not
having the right amount of communication in a
healthy decision making process.
And the thing that they hide behind, and
to me this was really interesting,
was they hide behind labeling all these things
as micromanagement.
Well, I don't wanna be a micromanager, so
I have smart people around me, and I
delegate to them, and I don't have to
worry about it. They're they're grown ups. They
can do their job. And on the flip
side, people that don't want to be held
accountable, they'll say, I don't want to be
micromanaged. I don't want someone checking in on
me constantly, and so on, and that starts
the breakdown
of accountability and culture, and it cascades its
way down the organization.
But instead, what a leader is supposed to
be doing, according to Lancione,
is
providing guidance and coaching,
providing a sense of accountability to their leaders.
And he says that doesn't show a lack
of trust.
What it does show that
the leader is there to provide the benefit
of guidance and coaching, and helping people to
maximize their potential. So even the best, even
the most competent, they still need some of
that direction and coaching, and that's the primary
responsibility
of the leader, and that's where they should
be focusing their time. And if they're not
focusing their time on that, then actually, it's
a sign of them coming in with the
wrong motive.
One other thing that he mentioned was
a lot of times leaders will try to
avoid difficult conversations,
and so they'll shy away from it. Politics
will continue to fester within the organization
because the leader doesn't like having those uncomfortable
conversations,
or they don't want to make someone feel
bad. And he said that, actually, this is
an act of selfishness,
because when a leader is avoiding those difficult
conversations,
they're doing it because they themselves don't want
to feel uncomfortable,
and in turn,
the consequence
of that is that the bad type of
behavior will continue. So the leader with the
responsibility
mindset
will tackle those things head on.
The third thing that I learned
was,
and this really is more of a warning,
which is that when someone does come in
with the right intentions, they come in with
the right motive,
there's still a trap that they can fall
into. Because when they come in with the
right motive, and they're coaching people, and they're
helping people, and they're serving people,
people will end up praising them quite a
bit, and they'll say, oh, this person is
so humble. This person is so responsible. I
love working for this person, and so on,
and so on, and so on.
And it becomes easy to drink your own
Kool Aid. And so Linconi says that it's
vital
that as people ascend the leadership ladder, as
they take on more responsibility,
especially
when they're doing it and with that sense
of responsibility,
that they have a strong inner circle
that can help to call them out on
behavior or hold them accountable as well. So
that's 3 things I learned from this book.
I highly recommend it. You can read it
in a short sitting.
One question that I have that I'd like
to hear your thoughts on.
So, Lenconi outlines the 2 motives. 1 person
that comes in with a sense of responsibility,
and 1 person that comes in with a
sense of this is my prize and my
reward. My question is,
how do we tackle the structures,
or the setup in different companies
that incentivize you to seek that reward?
Because a lot of times people are seeking
that leadership as the reward because that's how
the incentive structure is aligned. So how would
you suggest that we tackle that? I'd love
to hear your thoughts in the comments.
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