Some managers develop an almost inexplicable and sometimes incurable disease shortly after their promotion to CEO of a company. One of the first people to talk about this disease was Steve Jobs, who witnessed it up close when John Sculley became CEO of Apple.
It is a disease with various symptoms, and diagnosing it can be challenging. Due to this disease, company culture can be destroyed, brilliant employees may resign spontaneously, and in some cases, entire companies can collapse.
It is a serious condition where the new CEO thinks that a brilliant idea is 90% of the work as if everything will come naturally if you have a good idea. Sculley suffered from this for a long time, and although he seemed to function well on the surface, Steve Jobs had to return to make Apple profitable again and transform the company into what it is today.
Management versus Leadership: The Contagious Disease
This disease can be extremely contagious and is related to the difference between management and leadership. When a new CEO focuses too much on management instead of leadership, it can create a culture of micromanagement and control. This behavior can quickly spread to other layers of management, leading to a focus on control and enforcing rules instead of stimulating creativity and innovation.
Leadership is about inspiring and motivating employees, creating and communicating a vision, and promoting a positive company culture. Management, on the other hand, focuses more on operational aspects and achieving short-term goals. If a CEO cannot balance these well, it can lead to a culture where employees feel undervalued and uninspired. This can eventually undermine the entire organization and even lead to its bankruptcy.
The impact of this disease is evident in John Sculley's example at Apple. His approach as CEO led to a period of uncertainty and poor decisions within the company. Only when Steve Jobs returned and showed true leadership as a silent authority could Apple recover and grow into the successful company it is today.
The Role of Education and Examples from Other Managers
Our education system often plants the first seeds for this disease. Although these seeds do not necessarily make you sick, the behavior of other managers can be highly contagious. During training, there is often more emphasis on management skills like control and efficiency rather than leadership, inspiration, and creativity. As a result, many managers early in their careers believe that control is essential for success.
Although this does not directly cause problems, the influence of other managers exhibiting the same behavior can exacerbate the situation. The example of other managers, who are also focused on control, can make you believe that this is the only way to be effective as a manager. This can eventually have serious consequences when you take on a leadership position yourself.
Once you are in such a position, these ingrained beliefs and habits can surface and lead to the symptoms of the mentioned disease. Instead, the focus should be on leadership: inspiring employees, stimulating creativity and experimentation and utilizing the full potential of employees. A good idea should be developed and executed together with the team. This type of leadership can create a positive company culture, promote innovation, and ultimately lead to the company's success.
Why a Brilliant Idea Is Not 90% of the Work
A common symptom of the 'disease' among new CEOs is the belief that a brilliant idea is 90% of the work. This misconception can lead to serious problems within an organization. In reality, a good idea is only the starting point. The real challenge lies in the execution and the many steps needed to bring the idea to a successful result.
Managers who make this mistake often underestimate the complexity of implementation. They forget that the successful realization of an idea depends on various factors, such as detailed planning, effective communication, teamwork, and the ability to overcome obstacles. According to Harvard Business School research, leadership is about inspiring people, creating a vision, and mobilizing a team to achieve that vision together.
A Clear Vision for the Idea
A clear vision is essential for successfully developing an idea. Without a clear picture of what you want to achieve, it is difficult to guide your team's efforts. This vision serves as a guideline for the development and execution of the idea. Leadership requires the ability to communicate this vision clearly and inspiringly so that all team members remain motivated and focused.
Creativity and New Ideas
During the development process, you need enormous creativity to improve and refine the original idea. The idea itself is only a starting point; the ultimate value comes from the ability to be flexible and respond to new insights and feedback. Companies that succeed in innovation, as shown by various studies, create a culture where experimenting and learning are central. This means that teams continuously generate new ideas and keep improving the original concept.
This 'disease' usually surfaces when someone reaches a higher position and must put their beliefs about leadership and management into practice. It is crucial for managers to recognize that the value of an idea is only realized through effective leadership, collaboration, and well-thought-out execution. The ability to communicate a vision and inspire a team to work together to realize that vision is what brings a good idea to life.
Why Steve Jobs Did Not Suffer from This Disease
Steve Jobs did not suffer from the disease that John Sculley struggled with, thanks to his unique approach to leadership and innovation. Jobs did not believe that a brilliant idea was 90% of the work; he knew that vision, creativity, and execution were just as important.
Jobs had a clear vision for his ideas and strove for perfection in design and customer experience. He inspired his team by involving them in the creative process and challenging them to continuously improve and innovate. Jobs understood that an idea is just a starting point and that the real value lies in how the idea is executed and refined through collaboration and feedback.
Under Jobs' leadership, Apple became a company that embraced a culture of experimentation and learning. This enabled them to come up with brilliant ideas and successfully realize them. Sculley, on the other hand, lacked this vision and the ability to inspire his team and stimulate creativity, which led to stagnation and eventually his departure.
Steve Jobs' Approach versus John Sculley's Approach
Steve Jobs' leadership style was in stark contrast to John Sculley's, clearly illustrating how the 'leadership void' disease can manifest differently.
Perfectionism:
Jobs: Steve Jobs had an obsession with perfection, even in details that customers couldn't see, such as the inside of the Macintosh. This shows his commitment to quality and detail, and his ability to communicate an inspiring vision that motivated his team to strive for the same high standards.
Sculley: John Sculley focused more on commercial aspects and the exterior of products. He lacked the depth and attention to detail that characterized Jobs, leading to a less inspiring work environment and a lack of innovation.
Creativity:
Jobs: During the development of the iPhone, Jobs encouraged his team to abandon existing design approaches and start fresh. This led to revolutionary innovations and demonstrated his ability to stimulate creativity and experimentation, essential components to avoid the 'leadership void.'
Sculley: Sculley often stuck to existing structures and methods, which slowed down innovation. His approach illustrates how a focus on control and maintaining the familiar can lead to stagnation and a lack of progress.
Inspiring Leadership:
Jobs: At the launch of the iPod, Jobs convinced his team to create a product that was not only functional but also had an emotional connection with users. This type of thought leadership inspired and motivated his team to achieve extraordinary results.
Sculley: Sculley focused more on functional and commercial aspects without creating the same emotional connection. This led to a less inspired and motivated work environment.
Teamwork:
Jobs: Jobs was known for his intensive involvement in every project and his ability to get the best out of his team. He brought together different departments to develop the first iPhone, which resulted in strong team cohesion and a shared vision.
Sculley: Sculley often worked in silos, leading to a lack of cohesion and collaboration within the team. This reinforced the 'leadership void' as teams were less integrated and motivated.
Visionary Leadership:
Jobs: During the introduction of the iTunes Store, Jobs envisioned a future where digital music would become the norm, long before the industry was ready. His visionary approach led to groundbreaking changes in the music industry.
Sculley: Sculley struggled to think beyond existing market trends and often lacked the visionary approach that characterized Jobs. This led to a lack of innovation and adaptability in a rapidly changing market.
Developing Leadership Skills
As a manager, you can learn to develop these crucial leadership skills and avoid the 'leadership void' disease. Programs like Silent Authority Leadership Coaching offer targeted training and guidance to help you communicate an inspiring vision, stimulate creativity, and foster effective teamwork. Through practical exercises and personal coaching, you can learn how to create a positive and innovative company culture, leading to sustainable business results and a motivated team.
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