Avoiding the Fall
In his book How the Mighty Fall, bestselling author Jim Collins (2009) said, “When
the rhetoric of success (“We’re successful because we do these specific
things”) replaces penetrating understanding and insight (“We’re successful
because we understand why we do these
specific things and under what conditions they would no longer work”), decline
will very likely follow” (p. 21). Power
and success is intoxicating. It’s an
elixir that causes hidden insecurities to fade, childhood fears and
inadequacies to evaporate, and uncertain futures to be casts with great
clarity. The view from the top of the
mountain can be freeing; however, it can also be fleeting.
In his book Beyond Talent, John Maxwell (2011) said, “Many people with talent
make it into the limelight, but the ones who have neglected to develop strong
character rarely stay there long.
Absence of strong character eventually topples talent. Why?
Because people cannot climb beyond the limitations of their character”
(p. 191).
Roderick Kramer expresses the two
examples above in his Harvard Business Review article entitled The Harder They Fall. Kramer (2003) identifies the fall from grace
as “the genius-to-folly syndrome—a swift and steady rise by a brilliant,
hard-driving, politically adept individual followed by surprising stints of
miscalculations or recklessness” (p. 60).
Whether it is referred to as folly, arrogant neglect, an ego trip, or
unadulterated pride, the ending is similar:
a fall.
America is a society that rewards
individualism. They praise the innovator,
risk-taker, and above all else, the success maker. Unfortunately, what the mass of society fails
to find or may choose to ignore, are the innumerable decisions behind
the scenes that provided opportunistic meetings, chance encounters, and lucky
breaks. Sure, many successful people
have achieved great accomplishments through hard work and perseverance. But many have obtained success on the backs
of ethical employees, hopeful investors, and even their own families.
From the economic collapse of 2008 to the
media-saturated stories of fallen leaders comes a desperation revelation: As leaders, it is our responsibility to identify,
advertise, and promote the successful accomplishments achieved through ethical
means.
Kramer (2003) discussed the success
of David Geffen and Reginald Lewis. He
discussed how they “broke the rules” and were rewarded for it. What we don’t see are the hundreds and
thousands of people who tried to succeed by breaking the rules and were
eliminated from contention. What one
boss sees as ingenuity and desire another sees as unethical and underhandedness.
Society loves the star and they
don’t care how they got there. Living
under the theory of the “end justifies the means” can be cancerous to
traditional hard work, morality, and ethics.
Falsifying academic credentials, lying in interviews, and slandering
another for personal gain may open a door of opportunity. However, the reaping eventually comes due and
truth is exposed. As Maxwell (2011) said,
“If you want to know how long it will take to get to the top, consult a
calendar. If you want to know how long
it can take to fall to the bottom, try a stopwatch. Character determines which will happen” (p.
204).
Before this blog sounds like the
rants of a jealous no name, I’ll be
clear in pointing out that many, many people are rightfully successful. In fact, in his research, Kramer (2003)
identified five behaviors of said successful leaders that help them maintain
their success:
- Keep your life simple. If high-flying leaders hope to stay on top, they would do well to nurture their humility.
- Hang a lantern on your foibles. In other words, expose your weaknesses and failures. It shows great strength and maturity.
- Float trial balloons. In short, “conduct regular reviews of your assumptions.” Unchecked assumptions can lead to paranoia and divisive decisions.
- Sweat the small stuff. Don’t overlook minor infractions especially those of an ethical nature.
- Reflect more, not less. Henri Frederic Amiel said, “The man who has no inner life is the slave of his surroundings” (Maxwell, 2011, p. 200). Reflection develops the inner life.
Leadership experts James Kouzes and
Barry Posner (2007) said, “In almost every survey we’ve conducted, honesty has
been selected more often than any other leadership characteristic; overall, it
emerges as the single most important factor in the leader-constituent
relationship” (p. 32).
Success is difficult and it
requires great dedication and perseverance.
Honorable success is even harder.
While it requires just as much dedication and perseverance it also
requires forthrightness, integrity, and an authentic heart that survives long
after a stellar career. Author and
pastor J.R. Miller wrote, “The only thing that walks back from the tomb with
the mourners and refuses to be buried is the character of a man. This is true.
What a man is survives him. It
can never be buried” (Maxwell, 2011, p. 204).
It is Father’s Day morning and my
wife left me a card. Inside she wrote,
“You truly are the best father and grandfather I have ever known. So grateful you are the father of my children.
You will leave quite a legacy.
A legacy. An imprint in the
lives of others that lasts long after I’m gone.
No amount of fame can compete with
that.
Steve
References
Collins, J. (2009). How the mighty fall. New York, NY:
Harper Collins.
Kouzes, J., Posner, B. (2007). The leadership challenge. San Francisco,
CA: John Wiley & Sons, Inc.
Kramer, R.M. (2003). The harder
they fall, Harvard Business Review, 81(10), 58-66
Maxwell, J. (2011). Beyond talent. Nashville, TN: Thomas
Nelson.
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