By Lisa Petrilli
In my post entitled, “How Vision Drives $Millions: A Real-World Example,” I wrote about my experience as a brand new Marketing Manager at Baxter addressing a major PR attack by Greenpeace.
To cut to the chase, my team responded in a much smarter, much more visionary way than Nestle did recently, and as a result we made key environmental strides forward and were invited to present our successful initiative at a United Nations conference in Geneva, Switzerland.
Now, during the course of the project, named the EnVision Recycling Program, because of the enormity of the issue for Baxter I worked very closely with Baxter’s COO, keeping him apprised of our progress and creating opportunities for him to meet with the CEOs of our partner hospitals who worked with us on the initiative. As a result, he was steeped in the EnVision program details and well-versed in our response and ongoing progress.
When Baxter received the invitation to present the EnVision Recycling Program at that United Nations conference it would have been very easy for him to say, “I’ll go and present.” But I would have been very surprised if he had.
Why? Because he was brilliant at empowering me and my team to go “make it happen” in the way we wanted to bring the program to life. He trusted us completely and he enabled us to genuinely own the program – warts and all, “bumps in the road” and all, successes and all.
Instead of choosing to go to Geneva, Switzerland he said to me, “I want you to present it, and I’m going to find the budget to get as many of your team members there with you as possible.” In the end, three key players on the team were able to attend with me, and we all had a career experience never to be forgotten.
The feeling of looking in the COO’s eyes and being told through his words that he was trusting me and allowing me and my team to take the credit for what we had created has stuck with me to this day. It is such a powerful and exalting feeling and I have always considered him one of the best leaders I’ve ever had the pleasure of working with.
But the truth is that the COO could have very easily justified going and presenting our program himself. He could have perhaps even more easily justified sending the CEO or our head of corporate communications to present the program, or any number of senior executives in the company who may have thought it was their role to do such a thing. But he didn’t. He let a new Marketing Manager go instead.
How many times do we see leaders make the other choice and choose to “steal someone’s thunder” – or a team’s thunder? Choose to take the opportunity to be seen as leader of an initiative that they did not directly lead? I see it all the time.
And if you’re watching the person make their logical argument for their decision you can sometimes see in their body language that even they know it’s perhaps organizationally justified but not necessarily the right decision, the brave decision, or the strong decision. Instead, I think it shows weakness.
Felony or misdemeanor? To me it depends on the importance of the opportunity being stolen away – to that person, to the team, to their ability to continue their forward motion due to the loss of the opportunity, to the degree it limits their success in any way.
But make no mistake, in my mind, it’s always a crime.
What do you think?
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Photo is Crime Scene by AlanCleaver_2000.
7 Response Comments
Lisa,
I am getting ready to leave for Las Vegas for BWE10; however, your Tweet caught my eye. I remember reading your original post about your Real World Example. It was so interesting and the development of the story and the solution stayed with me.
Coming here today to read this post…highlights another important aspect of good leadership. The interesting thing about this aspect is that it clearly shows how important it is for leaders to direct the spotlight to the co-worker or employee who has carried the ball. It doesn’t matter if it is a million dollar deal or not.
Many years ago I was working on a out of state collection account. I think it was 1975. I had worked on this account with and after all was said and done the customer decided to sue our company for bad faith. Someone needed to represent our company in a New Orleans court using counsel from Louisiana. My immediate boss was a little nervous about sending me, as I was only 25 years old…but the president of our company protested: “Of course we are sending Judy. She knows the case, she has worked the case, she has a strong relationship with the Louisiana vendors…she is going. I am putting my money on her.”
Fabulous…I went, I testified for more than 2 hours, we won the case!
We’ll talk soon.
Judy
Judy,
I love everything about your story – thank you so much for sharing it! You’re right – it should not matter if it’s a million dollar deal or not.
I hope you have a wonderful time at Blog World and take some wonderful insights, memories and new friendships home with you. All the very best…
Lisa
Not trying to tooting my own horn; when i lead teams, I enjoyed giving them credit. In many cases, it was they that did all the work – I was just overseeing the project. I could have easily assumed the credit, like your COO. My mgmt was giving me the credit – so it was easy to nod and agree. However, In this role, I had a great mentor. I saw that he gave credit, even to excess. BUT guess what – I learned that if your team looks great – YOU do to!! On the other side—–
A bad example: My manager and I was involved in a new technology project. My manager (he was a VP level, I was a Director) had a peer. This Peer (I will name him John) would look in to see what we were doing, and would quietly share his observations with their mutual boss = the GM. At a high level meeting, with very senior level executives, the GM noted how JOHN’s project will be very exciting and innovative for the company. My boss and I looked at each other – we were politically side stepped. This was SOP for John – who is still at the company – whereas both my boss and I… are gone. Relates to some of the power conversation the other night. John has political power – and in this organization – that often trumped real get-it down achievement power. Great post Lisa – I have seen both sides!
Stephen,
So sorry to read your John story. In the end I believe his inability to achieve on his own will come back to bite him. And I’m honored to be your colleague – I appreciate that you pointed out the most important piece that when your team shines you shine as well. I know you’d be a pleasure to work for. Thanks for leaving such a thoughtful comment – it is most genuinely appreciated!
Hey Lisa,
It is absolutely a crime as you state.
And Lord do I love and can I relate to the phrase “organizationally justified”…
Imagine all the “stuff” that can be lumped into the “organizationally justified” category!
Why did we switch toilet paper in the bathrooms?
It was organizationally justified!
Why must me pledge allegiance to our leader every morning?
It was organizationally justified!
I could go on all day… !!!
Glad to hear the COO you reference had the foresight to trust you (wise man) to make the presentation.
Thanks and please check out the new company and our blog…!! link included…
All the best,
Steve O
Steve,
Thanks so much – It was a real blessing to work with him. And I love the look of the new blog – thanks for the shout out to Mack’s MENG post! Very best wishes with it!
Too many folks are taught and practice that the only way to make it up that corporate ladder is to step on people on the way. It may get them there but I often wonder how they are able to sleep at night. It really is a crime of humanity when people take this approach. They may have the moment but the long term affects on themselves and the people they are surrounded with are like scars that may heal but the affects will always be noticeable. Love your experience. Happy Saturday. 🙂