Final Thoughts

I’ve spent my career helping leaders build great companies, led by the best leaders in their industries. When a company fails, there is considerable fallout from its demise, including the loss of shareholder value, economic prosperity, and jobs. That’s why I get angry and upset when a company like Sears closes. There’s a significant ripple effect on the economy, for shareholders, customers, and employees. I get outraged when a company fails. When you dig a little deeper to understand how it all fell apart, you quickly realize that it’s the leaders who failed. They were not capable of stepping up when their companies needed them the most. They may not have understood the significant drivers in their context. They may not have seen the necessary changes required in their business model, or it could be that their arrogance simply blinded them. Alternatively, when they did, they reacted too slowly—or maybe it was just too late. Either way, something prevented them from responding more quickly. Whatever the reason, they failed to step up to their obligation to the people they led. They didn’t appreciate the changing context in which they were leading. As a result, they were not able to step up when it mattered most to their primary stakeholders. It is critical then that you understand the context and the world in which you lead to be vigilant in challenging how you think about your business and what will drive success in the future.

      Gut Check for Leaders: The New Game Begins Before the Old One Ends

      As you think about the ideas in this chapter, reflect on your answers to the following Gut Check for Leaders questions: