I’ve just spent two weeks in a classroom—but not just any old classroom. Harvard is renowned for the very best. For a second, you can almost believe you’re at Hogwarts. In fact, celebrated Harry Potter author J.K. Rowlings even gave a commencement speech there (check it out on Youtube: http://www.youtube.com/watch?v=nkREt4ZB-ck).
Imagine, fellow recruiters, immersing yourself 24 hours a day (or almost) with the best talents sent by their companies from all over the world to develop their leadership skills. Brilliant, high-performing individuals, recognized as experts in their respective countries. What a stimulating and energizing experience. And guess what, the three head hunters who were also part of the bunch left with business cards, profiles and assessments of all the participants—some of whom are bound to end up on their short lists some time soon!
But let’s get back to why this was such a great experience. Beyond the valuable teaching, and quality of the professors, assistants and participants in the program of this prestigious university, I was privileged to see the masks fall one by one.
All these leaders and CEOs of large organizations let themselves be laid bare and discovered as the program advanced. They realized who they were, their faults and their mistakes, but also—and especially—that they were not alone, that others could share the same patterns. Do you really think that ultra-high-performance leaders often analyze themselves? Over the course of the week, in the company of perfect strangers, they explored, analyzed and compared their management and leadership styles in depth to improve and learn the best practices. They pondered what guides them and inspires them to develop strategies, create alignment and lead their teams. The value and interest of the program lies in the opportunity for exchange with the group.
I remember an intense moment during a case study. We were discussing the very directive, autocratic management style of the protagonist, who was faced with a sky-high turnover rate because he chased all his teams away despite being very intelligent and having an excellent business plan. In short, he had everything going for him except his management style. It was intense because when the professor asked the class whether they recognized this person on their team or if they had ever had him as a boss, one of the participants answered: “Yes, I know that that person quite well. It was me five years ago—before my wife left me and my boss shipped me off to another division. . .” There was dead silence in the room, with all eyes turned towards this spontaneous “coming out.” Then all eyes were lowered as everyone analyzed their own situations. It was interesting to see this participant—in his early 40s, quick, intelligent and a business plan visionary—admit that he was hollow, so worn out and absorbed by his professional challenges that he had forgotten the person inside. When his wife left him and his boss told him he had to improve his management style, it was like an electroshock. Since then, he has greatly improved. He has not become an extraordinary manager but a better person, one who is able to manage work teams and obtain his group’s buy-in. He needed time, help and a boss who believed in him enough to guide him. His wife didn’t come back, but he now knows the value of a relationship between two people. You are probably going to tell me that he didn’t need to go through everything he did to realize this. Of course not. He understood that he was not alone, however, and also triggered self-reflection in others via the principle of communicating vessels.
It appears that the great universities try to form the best leaders by going beyond the theories, concepts, analyses and more (although I can guarantee that we did study the formulas, calculations and various economic forecast models from all angles!). What struck me the most, however, were the men and women (a minority, but apparently this is improving) who had come to look for models and updates on best practices, and left with greater insight into themselves and a vision of their lives over the next ten years. They will not immediately become better managers, but at least their awareness will have been raised and they will have faced themselves. Those who came just for the knowledge took away a greater knowledge of themselves. . . to embrace. It appears that to become a better leader, you must first work on yourself before applying the science.
Nathalie Francisci, CHRP
Board Director, Speaker and Colomnist