Nairobi, Kenya – Much of the news run over the past few weeks has focused on what Zuckerberg did not do once the Cambridge Analytics information came to light. Much of the anger has tied him to the billions of dollars of wiped out stock value. Yet, little has been said about his leadership style and, more importantly, what leaders must understand about themselves.
Anyone could talk a big game, but true leaders follow through on their promises and commitments with their actions. Mark has faced the privacy of data question; and the consumer protection question; for as long as Facebook has existed. Over the recent years his assurances have been more forthright. Words aside did Mark act sufficiently one should ask over this recent debacle? Did he do everything he could to live up to the promises he made to you and I, with his actions, no matter what?
If You Say It, Mean It
Too many senior executives say things they don’t really mean. What they often don’t realize is that their subordinates and colleagues notice. As a result, they lose credibility. The last thing an executive wants to lose is credibility and the trust of the team. The outcry of former employees – senior and junior of late, against Zuckerberg seem to suggest a credibility issue with teams and former colleagues.
A common come back is “I take full responsibility”; “the buck stops with me”; “we will sort this one out.” The reality is measured actions; delayed actions; reluctant or indecisive actions do not build trust when the house is on fire. Actions speak louder than words.
A Contemporary Leader Serves
The best way to get your team to have your back is to win their hearts and minds. A good leader takes action—consistent action.
The notion of servant leadership is grossly underrated and plain ignored by many. It means the leader exists to serve those under him. In contrast, traditional leadership is a top-down pyramid where the leader sits at the top, and subordinates do as the leader commands. Servant leaders turn that pyramid upside down by sharing power with their teams, placing the needs of their team before their own, and helping subordinates develop and grow so they can perform at the highest level possible.
Here are Six things that servant leaders do:
1. Commit genuine acts of empathy and self-sacrifice.
2. Take bullets for the team so they don’t have to.
3. Stand up and stand tall for the team with stakeholders.
4. Prioritize team learning and development and find opportunities to accelerate self-development.
5. Create an empowering atmosphere and encourage the team to take risks by letting them know they’ll have the team’s back if they fail.
6. Above all, walk the talk; servant leaders make sure their own actions are consistent with what they expect from the team.
Overcoming Fear of Failure
I have seen corporate executives become crippled by fear of failure. When they face a big obstacle or a tenacious competitor, all they can think about is, “What if I lose? What will the board say?” They become so worried about losing that they can’t focus on what they should be doing—executing. In a sense, they end up defeating themselves.
Fear of failure often limits an executive’s ability to act decisively and take action. As a result, these leaders and their companies tend to lose their ‘priceless asset’ – their reputations.
The Big Picture
By giving people the tools, resources, and support they need in order to perform at the highest level, senior leaders will also receive in the form of better performance and more business in the books. Plus, by helping others they bring out the best in themselves. The path to fulfillment as a corporate leader doesn’t run through the boardroom, it runs through others.
The race is long, and endurance is a must. A corporate career can span many decades. So smart leaders use every big win and each success of their team as fuel to increase their fortitude, strength, and stamina.
Vishal Agarwal
Vishal Agarwal is the bestselling author of Give to Get. As a Senior Leader, he has navigated corporate life for the past 24 years. He has served as a Top Global Executive for General Electric and as a senior partner at Pricewaterhouse Cooper (PwC). A true globalist, Vishal was born in Bombay, lived in Iran during the Iran-Iraq War, was educated through his adolescence in the US, and now lives in Nairobi, Kenya, with his wife and two daughters."