If You Ever Think You Are Indispensable

“I was, at age 19, the night store manager for Macy’s,” Michael Shriver told us recently, “and one of the ‘old-timers’ told me that if I ever thought that I was indispensable, than I should simply put my hand in a bucket of water and then pull it out, and watch how quickly the hole got filled in.” This advice has helped framed Michael’s views about leadership, providing a sense of humility, a willingness to learn, and a belief in the wisdom of others. “If leaders do their jobs right, than they are not indispensable,” he said “because they have developed people behind them,” this from the President of Worldwide Store Operations for DFS Galleria (the world's leading luxury retailer catering to the traveling public).

In sharing his leadership journey, Michael observed that “it’s not what you intend that makes a difference so much as what other people believe you intended.” In this regard, he asserts that perception rules and that people seldom perceive you in the same way that you do. He talked about the importance of 360-degree feedback and, at the same time, acknowledged how painful it can be to receive this feedback: “You need it but that doesn’t make it any less painful to get.” Michael pointed out that the key to a leader’s success and impact is the ability to listen to feedback and then to make an honest and conscious effort to change his or her approach so that it’s appropriate to others. He said that he’s “learned a lot by making mistakes, but more importantly by eliminating the gaps between perceptions and realities.” When you make a mistake, he said that it was essential that you admit it and say “you’re sorry. And then don’t do it again! People will forgive.” He maintained that this also needs to work in both ways (that is, leaders forgiving the mistakes of others).

What does Michael recognize as leadership talent in up-and-comers? First of all, they need positive energy – “they have to have a passion for something.” Second, they need to be able to articulate their passion in a compelling manner. Also important is a “willingness to step out (forward) on their ideas (taking responsibility).” Finally, it’s about their execution ability – “they have to follow-through, be willing to be held accountable and have the courage to take a risk.” He did explain, however, that leaders need to protect people who take a risk and make a mistake, so long as they are able to learn from the experience. Often times, he noted, the outcomes are outside of your boundaries (e.g., the SARS outbreak in Hong Kong).

Another important leadership lesson Michael offered was his viewpoint “that you didn’t have to have all the answers to people’s questions – couldn’t even be expected to. What you did need to do was to follow through and get back to people who have questions that require answers.” Another insight was that “strategy is also about saying ‘no’ because capacity is not unlimited.” Finally, Michael admitted that: “I think I can continue to improve as a leader.” And his remarks encouraged the rest of us to do so as well.

Hope all is well,

Barry