Most People Want Approval Not Honesty
I think your honest answer in the face of a potentially hostile audience was a valuable litmus test. You have a unique perspective that can greatly benefit a fast growing company. If the CEO is not open to hearing your ideas, the consulting engagement is likely to be a frustrating waste of time for you and them.
Perhaps you subconsciously read that the CEO was not going to be collaborative, and his defensive comment confirmed your concerns. Vulnerability is difficult. The team is looking up to the leader for direction, and answering, “I don’t know” can feel scary.
You’re the CEO, shouldn’t you know the answer?
I have had many conversations like the one you have framed in your post. When I find a person is looking for positive affirmation, and not constructive criticism, I pull back on the discussion and move it to less sensitive ground. “Ok, well sounds like you’ve thought it through and got it covered. [switching gears] How about the Giants this year? You think their bullpen will hold up?”
When a person is truly open to opposing views, I find these conversations far more interesting and engaging.
Warning: Digression Ahead
Fake It Till You Quickly Make It
I agree there is too high a value associated with the “faking till making” mantra. That being said, self promoting does produce results (otherwise how do we explain Donald Trump?). The key is how can we back up the bravado with substance once the investor, early customers, team, advisors, and press jump on the bandwagon?
Selective Vulnerability
Agreed that Altucher is an incredibly engaging writer, but not easy to mimic. The balance of projecting confidence and success to the general population, while still being open-minded and vulnerable may be the happy medium. It is great to have close friends, family and experienced advisors whom you can safely show a transparent view of the good, the bad and the ugly. Besides providing potentially valuable advice, it takes a huge weight off your shoulders. The trickiest part is how to take the advice and shore up the weaknesses quickly before the public discovers that the emperor has no clothes.
Serve the Kool-Aid, but Don’t Drink It
Steve Jobs was famous for promoting Apple products to be far superior to any competitor’s offerings. He is also well-known to be a harsh taskmaster. He would berate employees for substandard work and lazy solutions. By being honest to himself about a products limitations and room for improvement, he was abstaining from the Kool-Aid he was serving to the unquenchable public. By relentlessly driving his people to achieve greatness, Apple was able to deliver on the “insanely great” products he promised. Elon Musk has also seemed to master this process. Musk promises outlandish goals, and then somehow delivers against all probable odds. There is a fine line between “Fake It Till You Make It” and “Promise It and Deliver It”.
No Kool-Aid for the Team Either
Showing the team the company performance with rose-colored glasses is a dangerous proposition. Can a business be driven with amazing purpose if they think they have already reached the mountaintop? Sure, there needs to be some celebration of the victories, but the perennial winners seem to never be satisfied. Even after winning a championship, dynastic coaches like Chuck Noll and Bill Belichick will not only praise the team’s championship, but will comment on how they can get better and improve on the mistakes they made on their journey to their championship run. Why? They are looking to set the team to not rest on their laurels and achieve even higher performance in the upcoming season.
End Digression
A Better Consulting Engagement
I think it is great that you didn’t take the safe route and choose to stroke the ego on the CEO for your perspective consulting engagement. There is little doubt by this outpouring of support, that there will be others who will value your experience, expertise and advice and will be interesting in taking advantage of your current availability.
Thanks for sharing.
Mandatory Elon Musk quote:
