Small Business Today Magazine APR 2014 MONTGOMERY ROTH | Page 20

EDITORIALFEATURE

Developing Leaders: 

Part 8 and Final
Ego and the Leader
By Lorraine Grubbs

I

t took several months of “two steps
forward and one step back”.  John, the
newly appointed Chief Pilot of an aviation company finally started seeing positive results of his work to get his ego under
control.  His boss and mainly his team began to respond to his new leadership tactics as the “new” John consistently kept his
ego under control.

 “Sure!” said John.  “I’ve actually got it all
documented.  Here are the lessons I took
away from each session.”

As John talked, I noted the lessons:

Lesson One:  Get a Coach.  Whether you are paying for a coach or asking someone who is
a successful business leader (and teacher)
to mentor you, get help.  No one becomes
successful alone.  Recognizing that others
 In our final session, John walked in with can help is an important first step.  In John’s
a big smile on his face.  “Good morning!” case, his ego was so strong that he thought
he said as he took a seat across from me.  he knew it all and therefore felt that he
“Good morning,” I responded.
needed no one. 
Lesson Two:  Assess Yourself.  Take a look at your
 “First and foremost, I would like to per- strengths and weaknesses.  Get to know
sonally thank you for all you have done to yourself.  John took the MBTI (Myers-Briggs)
help me conquer my tough problem.” John and “Now, Discover Your Strengths” assesssaid. “When I first met you, I can now see ments.  This allowed him to see himself in
how cocky I was.  I didn’t understand that a whole new light.  Before beginning any
my ego was undermining my leadership ef- leadership development program, get to
fectiveness.  I have learned so much from know you. 
our sessions and it’s clear that since the last Lesson Three:  Become Aware of How Your Actions are
360-degree review, my efforts are being Affecting Others.  After our first session, I imnoticed and appreciated.  I feel like I now plemented a 360-degree review with John’s
have a team that respects me and I them.” team.  Each team member, a peer, and his
boss were asked to participate in an anon “Well,” I said, “Can we go back and re- ymous leadership assessment.  When John
view the past six months?  Tell me what you got the results, while he did not like them,
did that brought you to the level of respect they clearly indicated to him the areas he
with your team.”
needed to work on to regain his true leadership status with the team.

Lesson
Four:  Create a Personal Development Plan. 
“Well,” I said, “Can we go
Once John knew the areas he needed to
back and review the past
work on, we crafted a plan to help him
six months?  Tell me what work on the things that were affecting his
you did that brought
success.  We applied the SMART (specific,
measurable, achievable, relevant, and time
you to the level of
bound) approach.  During our meetings,
respect with your team.”
John gave updates on these specific areas. 
18 SMALL BUSINESS TODAY MAGAZINE [ APRIL 2014 ]