The Best Leader We Can Be
Can someone from the soft-spoken, indirect, and communal-respect (i.e., conflict-avoidance) eastern culture be a great leader at all?
When I did my MBA, one of the most notable business case was how Herb Kelleher, the Southwest Airlines CEO, revolutionized the US (and global) airlines business. Southwest’s hub-and-spoke concept revolutionized the airline’s cost structure and customer experience significantly. Of course, bringing Southwest’s vision come to life was not easy at all. You have to deconstruct your logistics, people’s culture, business model, and countless else. Nevertheless, an outrageous, straight talker and no-nonsense leader like Herb Kelleher seemed ideal to lead the jaw-dropping Southwest transformation.
Or take a look at Steve Jobs and his reality distortion field. On how he could bend reality, going beyond ordinary person’s boundaries and sent that vibe across any people sitting in front of him; a trait that can make the impossible possible. I still remember the goosebumpy feeling the first time I held my iPod or any time Steve Jobs stood on stage introducing any new revolutionary Apple products. Or remembering how his genius-arrogant statement that he didn’t believe in the market survey just because Steve Jobs had the ultimate confidence that he knew customers better than any market survey. Which leader can do that beyond Steve Jobs?
Or how about Elon Musk? The roller coaster stories when he built and quitted PayPal. On how he successfully created SpaceX, a rocket science with a non-rocket-scientist approach. Or all the amazing stories of how he made Tesla into reality and shocking the automotive industry ecosystem to the bone. How persistent he is with his vision, no second glance to doubt his belief, and not allowing anybody, not even his closest buddies, to block his way to make the dreams come true.
Because of all those, there was a period when I firmly believed that to be a great leader; you have to be direct-spoken, super tenacious, aggressive, and persuasive.
Then I read a biography of Bob Iger, the legendary Disney CEO (2005–2020). By his tenure, Disney acquired Pixar, Marvel, LucasFilm, and 21st Century Fox. He was the driving force behind the Disney revival.
I was fascinated by Bob Iger Disney’s success story. However, there was one caption that struck me hard when I read his biography. A comment from his friend: Bob is a type of leader that nobody can hate. How on earth is that possible? For a company as big and complex as Disney, not to mention all of Disney’s acquisitions, you must directly or indirectly make an enemy somewhere. How can you not?
Then I remember the story of Darwin Smith, the legendary CEO of Kimberly Clark, 1971–1991. So successful, Jim Collins highlighted his story in his Good to Great book. When Smith, a mild-manner in-house lawyer, was appointed CEO in 1971, Kimberly Clark was by then in their lowest position in the last 20 years. The board had even to remind Smith that he was not actually qualified as a CEO.
And look how Darwin Smith transformed Kimberly-Clark in the next 20 years. Under his stewardship, Kimberly-Clark outperformed his rivals such as Scott Paper and P&G. Yet, not many people know Smith. His favorite companionship was among plumbers and electricians, and he spent his vacations around his Wisconsin farm in the cab or a backhoe, digging holes and moving rocks. He never cultivated hero status or executive celebrity. Instead, his upbringing made him being unfashionable, nerdy, with awkward shyness.
And another more. Look into how Mahatma Gandhi created a difference through his nonviolent resistance. A movement that led to Indian independence and still inspires a lot of people globally until now.
In the end, all those stories make me realize that being a good leader has nothing to do with a specific character or whether we come from a particular culture. There are as many introverted leaders as extroverted ones. If we look into Jim Collins’s research or the great leaders’ biographies, humility and professionalism are the difference makers. Most of the time, good leaders have a strong sense of humility, so they are always willing to learn, listen, and see the situation as realistically as possible.
Then the professionalism execution is the other significant aspect that makes a difference. Good leaders usually have a solid ambition to realize their vision for the organization. Often the ambition is not about themselves. It is about their organization, customers and creating impacts on as many people as possible.
To quote Bob Iger: no matter our character, it is our energy, thoughtfulness, and commitment that matter. And the more I reflect on that, the more I realize there are great leaders around me beyond what the press can cover. And I believe you will find them too around you, much closer than you might think.
