“I like my job because it involves learning. I like being around smart people who are trying to figure out new things. I like the fact that of people really try they can figure out how to invent things that actually have an impact – Bill Gates.
The significance of C-suite executives in the leadership and results of organisations demands a mentality of lifelong learning. Previously great careers have been brought to disastrous ends with a CEO’s wrong footing. While there are cases of sheer misfortune, poor learning at the top also accounts for many adverse consequences. Falling off a high cliff is often fatal while falling on a walkway might only lead to treatable bodily injury. Lessons that were not learnt earlier prove damaging as the flight of hierarchy reaches its height. Good companies collapse when executives show up as poor learners, choose to ignore the lessons they have learnt, or refuse to unlearn irrelevant lessons. I have previously noted ways through which C-suite leaders can learn. These include mentoring, learning from challenges and crises, coaching, acting on feedback, deliberate practice and engaging support. I will close this sub-series on learning in the C-suite with two more channels: networking and managing transitions.
Networking
A web is a network of fine threads constructed by a spider and used to catch its prey. In the world of spiders, the focus of energy is not on pursuing prey but on building the web that traps prey. The web is an excellent metaphor for the learning that needs to consistently take place in the C-suite. The network becomes even more valuable as roles of responsibilities increase towards the top of corporate hierarchies. Simone Andersen in “The Networking Book” makes a distinction between a network and networking: “a network is something you establish, networking is when you develop and make use of your network”. Networking is more than a social tool. It entails going beyond the exchange of business cards to developing a leadership surround system that enriches executive outcomes. It is also a learning web for trapping insights and lessons to support the sometimes perplexing work of leading organisations.
Networking opens up learning through shared stories, errors that generate regret and lessons, and the wise counsel of people that have travelled on peculiar roads. Learning is available from casually spoken words which carry deep personal and corporate implications. A prime benefit of learning through networking is the combination of low cost and high benefit. There are various networking sources of learning that executives can exploit. The conferences at which executives gather provide perspectives that can be translated to organizational profitability. The odd conversation with a friendly party or a chance meeting with an old schoolmate can furnish or enhance ideas.
A more beneficial approach to networking is to be intentional about it; not just for social or business purposes but for learning. Think about the usefulness of ideas presented at a conference. Contemplate the value of a question that an unfamiliar person might ask. Consider if there is anything to learn from someone you are meeting for the first time. Think networking, yes but better still, think networking learning.
Managing transitions
Executive tenure is replete with changes and surprises which imply that transitions will occur several times in a single role. Indeed, it is important for executives to be prepared for transition to new roles. But transitions are not only about moving into new roles. Rather, they encompass the multiple events that challenge executives in their leadership roles. Staffing, team building, board meetings, hard decisions, difficult conversations, new technology and competition are some of such challenges. The reality of these events has to be acknowledged as part of the toolkit for learning in the C-suite. The disastrous endings I referred to in the introductory paragraph are sometimes caused by inadequate learning during executive transitions.
A notable characteristic of business transitions is the uncontrollability. There will be unavoidable transitions of teams, strategy, products, regulation, and the economy to list a few. Executives primed with learning are more likely to survive transitions. Peter Drucker wrote many years ago about “a true world economy”. The integration and interdependence of world systems indicate that organisations and their leaders are enrolled in a mechanism they did not consciously sign up for. Consequently, constant learning is a necessary executive skill.
The sovereignty of nations is valid in law but less so in economics and in the corporate world. As recent global happenings demonstrate, the sovereignty in politics and government is also largely threatened. These evolutions considerably affect the work of executive leaders wherever they might be located. They also suggest a steeper learning curve for today’s executive than has ever been known. It is largely a choice between learning and surviving the transitions or dying for failing to learn. Not much middle ground to navigate.
Closing note
The best leaders are the best learners and C-suite leaders ought to be even better learners. Learning opportunities are available to leaders in the not-so-obvious channels of networking and managing transitions.
Weyinmi Jemide