EXPECTATIONS AND ACCOUNTABILITY
Too often, the conversation about leadership jumps only between the binaries of good and bad. It is easy to frame leadership in the heroic solo person or the absolute tyrannical. In public discourse, very few will admit that there are leadership lessons about power, influence and authority that can be learned from despots like Hitler or a polarising person like President Trump. For the record, I am not saying that we should all start fawning after unsavoury characters, but there is something that can be learned from people, even if we don’t like their way of doing things.
Take Elon Musk, for example.
This is a person under whose leadership several companies have grown into large, impactful brands. From Paypal to Tesla and then Space X. And now he has put his hand to redeveloping Twitter.
His methods and mannerism have constantly been called into question. From his demands of staff and their working conditions to his use of social media. From his disdain for the U.S. Securities and Exchange Commission, his disparaging comments to rescuers in Thailand, or his flagrant ad hominem attacks aimed at other Twitter users. Despite all of this, it is just as important to explore what it is about this method of leadership that draws people to work for him.
For many senior executives and leaders, Elon Musk is who they want to emulate.
Some aspects of leadership play into dominance, authoritarianism and power dynamics that we cannot ignore just because we desire a cleaner, more sanitised version of leadership.
While a host of us are reading books on purpose, happiness and inclusion, leaders who emulate Musk are reading books about war, power and dominance. Surely it makes sense to be aware of what such leaders are doing, especially if we want to offer a counter-narrative.
I am consciously aware that talking about leaders who people find distasteful, diabolical, and everything in between may not sit well with everyone. But setting unrealistic expectations for leadership and modelling in your own worldview can be just as dangerous as those leaders you fear. As an advocate for inclusive leadership, I see no harm in exploring what exclusive leadership looks like so I can best prepare for coaching clients and those I mentor. I can then use those traits as a barometer to manage expectations and keep them accountable.
