Archives for posts with tag: Tony Blair

The following is a short talk I delivered at the Uncharted Veterinary Conference in April 2018 as part of their Mic Drop Series.

How valuable is experience when it comes to leadership?

Should we value experience?

Is it a benefit or a hindrance?

So let’s define some terminology…

A leader is someone who is followed.

A visionary is someone with an idea or ideas.

And a manager is someone who makes things happen.

All of these can be combined, or not, depending on a persons personality, experience, or skill set.

Some examples of Visionary leaders…

Steve Job of Apple,

Elon Musk of Tesla and Space X,

Jeff Bezos of Amazon.

Visionaries who have, literally, changed the world.

they are all looked up to and considered gods of technology. People regularly compete to work for these people and to work on those products.

They also all have the reputation for being awful managers of people to the point of cruelty.

If Visionary leaders are horrible managers then what about managers who have vision?

Tony Blair – former British Prime Minister,

Michael Eisner – Former CEO and President of the Walt Disney “Company,

George Lucas – Film Director and former owner of Lucasfilm.

Tony Blair was elected in 1997 on a wave of hope and goodwill, he transformed his labor party in “New Labor” which had been out of power for 18 years. Despite some major successes, Blair resigned in 2007 and labor lost the next election and has not been in power since. New Labor is in ashes and Blair is widely reviled in the UK, and even by those in his own party, for his tone deaf approach to the Iraq war and for his corporate connections.

Michael Eisner led the Walt Disney Company from 1984 and 2005. He revitalized the company in the eighties and nineties with “Who Framed Roger Rabbit,” “The Little Mermaid, “The Lion King,” the expansion of the theme park business, cruise ships, and the creation of stage shows. He ultimately split with his long time collaborator Jeffery Katzenberg and Roy Disney and saw an unprecedented shareholder revolt in 2004 that lead to his resignation in 2005.

George Lucas – transformed the movie industry with the original Star Wars trilogy. Arguably then did more than anyone else to sink it with his widely panned prequel trilogy. He is criticized for having a singular vision and for not listening to the feedback of others.

If visionary leaders are horrible managers and managers with vision ultimately self destruct,what about managers who just manage?

Bog Iger – Current President and CEO of the Walt Disney Company,

Bill Gates – Former CEO and President of Microsoft,

Tim Cook – Current CEO of Apple.

When was the last great breakout product from any of these companies, who are led by these managers, that was not bought it?

These companies are profitable, they make good products, just not great ones.

Why do some mangers, particularly those with vision fail, when managers without vision can succeed?

How come some visionary leaders can break all the rules and still win?

This is my story.

The period of time I’m taking about I’d been in my job for about 4 years.

I knew the answers to all the questions I was asked.

I’d tried most of what is suggested by others and had strong opinions about those suggestions.

The ghosts of what had happened in the past in the workplace haunted my current interactions.

I anticipated the responses of others and therefore do not even try to have new interactions.

I overvalued my own experience.

I believed my own story, my own press.

The things that made me a good manager – a manger with vision, a leader, I now actively rejected since I had the experience to no longer need them.

And the staff, and the people I worked with, pushed back.

I became the bad guy.
I became the roadblock.
I became the one who would not listen.
I became less and less effective.
I became the manger who kept his own counsel on everything.
I was the most capable – but I was he least able.

Some call this burnout.

I call it not learning from the experience of others.

The first step in recovery is to acknowledge that there is a problem.

Interestingly during this time I, the experienced world traveler, for the first time in my life, missed four flights because I knew, knew, when my flights were and that I didn’t need to double check.

Solving this problem is not hard, you’ve, I’ve already been that person. You just need to find them again and be aware of the trap that you are currently trying to climbing out of.

The tools that made you a good manager, a great leader, when you started are the same tools that allow you to continue being so. You just have to remember that the process can be as important as result.

Capability only has value if you have the ability to use it.

Capability only has value if you have the ability to use it.

And it is those around you, those that you lead, that give you that ability. You undervalue it at your peril.

Thank you.

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– Uncovering the links between leadership and mental illness.

(Clicking on the image above will take you to Amazon where a tiny percentage goes to help fund my book buying habit.)

 

What makes a great leader?

Why do some leaders succeed in times of crisis and others in times of relative peace?

In Nassir Ghaemi’s impeccably researched book he puts forward the idea that leaders who have some form of mental illness, such as depression or bi-polar disorder, make excellent crisis leaders. To back up his claims he focuses on eight leaders from the world of politics, business, and war: John F. Kennedy, Martin Luther King Junior, Mahatma Gandi, Ted Turner, Franklin D. Roosevelt, William tecumseh Sherman, Winston Churchill, and Abraham Lincoln.

All of these leaders, according to Ghaemi, meet the clinical definition of mental illness to some degree and it is this mental illness that allows them to empathize with those they lead and come into conflict with in the case of depression, and gives resilience and creativity to those with bi-polar disorder.

In other words, in times of crisis we are better off being lead by mentally ill leaders than mentally healthy ones. There are different kinds of leadership for different contexts.

Ghaemi also gives examples of leaders who do not meet the clinical definition of mental illness and who did not excel in times of crisis: Neville chamberlain, Richard Nixon, George McClellan, and perhaps controversially George W. Bush and Tony Blair.

However, perhaps the most controversial part of Ghaemi’s book is the rational that he gives to both Adolf Hitler and the Nazi high command. While not making any excuses for Nazis, Ghaemi does make a compelling case that Hilter suffered from bi-polar disorder that was then exacerbated by the mis-prescribing and abuse of drugs by his doctors. It is this insight that underlines the dangers of not understanding the relationship between leadership and mental illness: “Mental illness can produce great leaders but if the illness is too severe, or treated with the wrong drugs. It produces failure or evil.”

As Ghaemi defines it; “mental illness is the susceptibility of entering manic or depressive states not constantly being in those states. And leaders derive benefits from going into and coming out of those states.

The best crisis leaders are either mentally ill or mentally abnormal. The worst crisis leaders are mentally healthy. In times of peace mental health is useful. One meets the expectations of ones community and one is rewarded for doing so. In times of war or crisis it is the misfits who fit the bill.”

This hypothesis has dramatic implications for those who lead people, whether it be through politics or employment. At its most basic the concept is that different circumstances require, not just different leadership styles, but different leaders entirely. The leader that builds a company and struggles to build an ongoing concern, may not be the right leader to joy the fruits of their labor. Conversely, the leader who has provided excellent stewardship for years if not decades, may not be he right leader when a crisis envelopes a business.

Ghaemi is perhaps most insightful when analyzing mentally healthy people and the failings that go along with mental health. “The typical non crisis leader is idealistic, a bit too optimistic about the world and himself is insensitive to suffering having not suffered much himself. Often he comes from a privileged background who has not been tested by adversity. He thinks himself better than others and fails to see what he has in common with them. His past has served him well and he seeks to preserve it. He doesn’t acclimate well to novelty.”

A First Rate Madness is an important book for those who seek to understand leadership and what makes good and bad leaders. It is perhaps symptomatic of the stigma attached to mental illness that this book is not more well regarded and its theories more widespread. One cannot read it and not take some serious insights even if rejecting its central premiss.

In short, it is essential leadership reading.

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