On Becoming a Leader - Chapter 7: Moving Through Chaos (pp. 135 - 146)

Bennis opens the chapter by sharing more of his own leadership philosophy:

"Leaders are, by definition, innovators  They do things other people have not done or dare not do.  They do things in advance of other people.  They make new things.  They make old things new.  Having learned from the past, they live in the present, with one eye on the future."

And then he shares the story of Robert Abboud, the bank executive who was 'kicked around a while' but used his failures to evaluate himself and learn.  Much of this chapter is about learning from adversity.

We also get insight into Bennis's perspective on how organizational culture is shaped: "A leader imposes his/her philosophy on the organization, creating or re-creating its culture.  The organization then acts on that philosophy, carries out the mission, and the culture takes on a life of its own, becoming more cause than effect.  But unless the leader continues to evolve, to adapt and adjust to external change, the organization will sooner or later stall." (p. 137)

If you buy into Bennis's assertion on culture, you see how important the personal beliefs and behavior of organizational leaders are on the longevity and vitality of a company.  There is no room to say, "It is their fault (employees or customers or market or vendors)." Culture is shaped by the leader - and he/she must continue to evolve and adapt (Note EQ skill #6: Adaptability/Resilience).  As aspiring leaders, we must be comfortable with ambiguity...the vague, the unclear, the half-finished, the incomplete - and still make informed, expert decisions that reduce loss and waste.

As weather makes mountains, so problems make leaders.

The author then goes on to talk about the difference between a bad boss and a difficult boss - and what can be learned from them.

"Adversity has a great deal to do with the development of leaders." (p. 139)

The take away, then, can be not to expect perfect leadership from a boss, but embrace the adversity that comes from the job and less-than-perfect leadership. Learn what you can from that trial and use it to load your own leadership toolbox with technical, analytical and people skills.  Bennis concludes, "The ideal boss for a growing leader is probably a good boss with major flaws, so that one can learn all the complex lessons of what to do and what not to do simultaneously."

What do you think about Bennis's leadership conclusions in this chapter? How do you mentally manage a 'bad boss'? Who have you learned most from in a business setting? Why are certain leaders more impactful on you than others?