Stand for something, or fall for it all…

The idea is simple: have something that matters, a North Star, a compass, a reason. Because without it you will fall for things you shouldn’t.

With my kids, we teach them to stand for being good. Don’t allow bullies. Don’t allow judgement. Everyone is allowed to participate. Just be good.

As an adult, I have similar principles as a person but with greater depth. I won’t witness injustice without helping. I don’t condone any type of bullying behavior. I’m ok with judgement when it’s earned, but I always assume good intent. You start at 100 with me and you lose points based upon your actions. Unlike others you don’t prove your worth to me, I assume goodness.

All great and pretty easy lines to draw. But why when it comes to actual leadership, moral clarity is not always as easy. Specifically in the corporate world.

I’m reminded of a leader I coached early in his career. He had no leadership stance. Nothing he stood for. He chased popularity. He wanted to be liked. He wanted to be perceived as “cool.” The young guy. The hip guy.

Without a focus, maybe not crisp as we are in our personal lives, but without professional focus we flounder, and float.

I am a direct communicator. I do not mince words. I know that direct is kind. But I also am not malicious, or ruthless. I speak directly privately. I am thoughtful with my very specific word choice. I give options.

He didn’t have any of that. Just that he was “that guy.”

Inevitably, he was presented with an “idea,” but without having something he stood for as a leader he had no idea where to start. How do you kick the tires on the idea? How do you ensure that it will work? He needed to be liked so it was a quick “yes,” with limited supporting actions, follow up or intel.

I told him in a closed door catchup my concerns. How I would kick the tires. The questions I would ask. The concerns I would express.

He told me “he needed the team to see him as supportive and this was a win.”

4 months later, during out exit meeting after his executive gave him the 3-4 line speech about how it isn’t working out, and he sat silently looking at me across the table, as his leader removed himself from the room; it hit him.

He was supposed to spend time with me discussing the package presented and preparing the exit communication plan. But he said “I should have stood for something huh?”

We spent the next period of time discussing the importance of reflection, learning and moving forward. But yes, without standing for something he fell for a lot, not just this. He cost the team a lot of wasted resources, time and tail chasing. He lost focus of the ROI to the customer and inevitably to the team overall.

So, what do you stand for?