A key criterion for
leadership is self-awareness. In Daniel Goleman’s “The Focused Leader” he
asserts that “leaders who heed their inner voices can draw on more resources to
make better decisions and connect with their authentic selves” (2013,4). This is echoed in Bill George’s book
“Authentic Leadership” where he states that “authentic leaders have passion for
their purpose, practice their values consistently, and lead with their hearts
as well as their heads” (Sims, McLean and Mayer, 2007). I believe this is what
Simon Sinek is discussing in his video “How great leaders inspire action” (2009).
Time and again Simon stresses that “People don’t buy what you do. They buy why you do it.” Those who lead inspire us to follow, not
because they have authority or power, but because we identify with their
purpose, values or beliefs. We follow
for ourselves because we buy who they are or what motivates them.
Sinek provides some powerful
evidence to support his theory, citing Apple’s iconic success over other able
bodied computer companies, the Wright Brothers over a financially supported,
highly educated, government insider, and Martin Luther King above all other
civil rights leaders (2009). All
demonstrate Sinek’s Golden Circle which shows that leaders inspire because they
understand why they do what they do, not because of what they do or how they do
it (2009).
I joined Mead Johnson
Nutrition (MJN) in 2008, just a few months before they were spun off by Bristol Myers Squibb. The president at the time was Steve Golsby
and he successfully maneuvered the IPO and helped establish the foundations for
Mead Johnson as a singularly focused nutritional provider for infants and children. Looking back, everyone in the company was
working countless hours, foregoing time with family and friends, and under a
tremendous amount of stress but they did so willingly and with little
complaint. I believe that Steve
demonstrates Sinek’s premise that great leaders inspire action.
Steve absolutely exhibited
the traits of an authentic leader. He
demonstrated his passion for MJN’s mission to provide the best start in life
for infants and children in every decision, speech, and communication. Additionally, he possessed high emotional
intelligence, as he not only motivated us, but showed tremendous empathy and
good social skills. After only a single
introduction, I was very surprised when he later greeted me by name in a chance
meeting.
Steve understood the “why”
for himself and Mead Johnson. Our mission was to give children the best start
in life, not efficiently produce highly technical liquid and powder
formulations at the highest possible margins to provide shareholders with
maximum value. Employee loyalty and
commitment during this period was not a function of our pay scale as that
quickly wanes after several months of 80+ hour weeks. We were inspired by the
man who led us; the man who was authentic with high EQ, earned credibility,
demonstrated commitment, and a clear vision for the future.
My personal experience with
Mead Johnson and our senior leadership clearly supports Sinek’s mantra, “People
don’t buy what you do. They buy why you
do it.” Steve did not focus on what we
did, producing highly advanced, clinically supported infant formula. He did not
focus on how we did it with highly efficient, large scale, global
operations. He, instead, provided a
clear and consistent message that we were the sole source of nutrition for at
risk babies throughout the world and that we needed to continue to succeed
beyond our current 100 year history.
MJN started trading on the
NYSE on 11-February-2009 at $24/share.
As of today (29-January-2015), they are trading at over $101/share with over $20B in market
capitalization. They launched as an independent
company during one of the worst financial climates since the Great Depression
and have thrived in large part due to the energy, commitment and inspiring
leadership of a single man. My experience confirms that great leaders really do
inspire.
Christine (Reed) Barnhart
REFERENCES
George, B., Sims, P., McLean, A., & Mayer, D. (2007). Discovering
your authentic leadership. Harvard Business Review.
Goffee,
R., & Jones, G. (2000). Why should anyone be led by you? Harvard
Business Review.
Goleman, D. (2004) What makes a leader? Harvard
Business Review
Sinek, S. (2009). How great leaders inspire action
[Web]. Retrieved from
https://www.youtube.com/watch?v=pI0cJdOzUcQ&noredirect=1
