Rivals for corporate leadership are being watched. How well they get along with one another has become a key issue for selection to CEO jobs, but it’s also important lower down the ranks.
The Wall Street Journal recently highlighted how candidates to succeed a CEO have been selected partly on how nicely they play with the other candidates. Similarly, the shift manager at a fast-food restaurant watches how the order clerk cooperates with the fry cook. Middle managers see whether the first-level managers help one another. Among all the other tasks that workers are required to do, getting along with colleagues is vital.
I had harsh words with a co-worker in my first corporate job. Worse, it happened in a staff meeting, in front of our boss. I found my colleague’s comments irritating and I foolishly expressed my feelings—foolishly and harshly. An awkward silence followed, the boss changed the subject, and I reflected on how I had just messed up my career.
A week later I had an opportunity to submit a paper for publication, and I had an idea as wise as my earlier outburst had been stupid. I asked my irritating co-worker if he would co-author the paper with me. His research was complementary to mine, and the paper would be better with both of our contributions. When I broached the idea, he asked for some time to think about it, but the next day agreed enthusiastically. We didn’t address the previous conflict directly, but he obviously realized that collaboration with me would demonstrate our ability to work together despite our previous flare up.
Our boss was incredulous when we both walked in and sought approval for this collaboration. Incredulous, but happy. We heard through the grapevine that the boss’s boss was also happy. And the paper came out nicely, adding to our credibility as economists.
My idea was actually borrowed from a sailing friend. We were part of a seven-man crew on an ocean racing sailboat, and my pal had argued with the captain about whether we should fly the spinnaker. The captain liked input from his experienced crew members, but this conversation became pretty heated. The captain made the decision to hoist the spinnaker against my friend’s advice, and my friend insisted on adjusting the sail. It’s one of the most challenging jobs on the boat, requiring total concentration. And my friend did the best job possible. I realized later that he was showing respect for the captain’s decision by working hard to implement it perfectly.
In the business world I’ve seen lackluster efforts to execute an initiative that upper management wants, but that the people in the trenches think is stupid. My sailing friend had strong opinions, but even stronger loyalty. Loyalty to the team, or the company, is what the CEO wants from the executives vying to be the next leader. The CEO is looking for someone who puts the organization above personal ambition.
Anybody in contention to run a company is ambitious. There’s nothing wrong with that. Foolish ambition pulls others down. It is usually pretty obvious. But wise ambition helps colleagues, even rivals for the corner office. And the same is true lower down the ranks. The wise and ambitious fry cook helps the other cooks succeed. And that will usually be noticed.
