Winning and being on top is a great place to be personally and organizationally. There’s nothing like setting challenging goals, working hard to achieve them and then enjoying the sense of satisfaction that comes with knowing you and your team have won.
Yet this place is one of the most dangerous places to be. We’re at our most vulnerable because winning and being on top is a very slippery and deceptive place.
It’s slippery because no organization, team, or person wins all the time, nor sit on top forever (trust me I know this because I’m a Michigan football fan). This means we can never plan on or expect our lofty perch to last forever. There’s always a fall, a stumble or loss along the way.
And this is exactly why being on top is so deceptive. The longer we’re on top the more it feels like it will last forever, that our organization is somehow immune to whatever causes others to lose or fail. We even begin to feel that we’ve earned the right to be in this place regardless of what we do going forward. We may even admit intellectually that this can’t last forever. Yet too often we never allow this intellectual ascent to descend into our heart and our emotional being. The result is we never truly change our behavior or our direction until we find ourselves no longer on top.
So what can we do to protect ourselves and our organizations when we’re winning or sitting on top?
Play and Lead as if we’re behind.
We need to work as if the wolves are nipping at our heals, the barbarians are at the gate, that impending doom is sitting at our door. We can do this by always setting new goals, tougher standards, and expecting more from ourselves and our teams. If necessary, as leaders, we may need to find or create a crisis that reminds everyone that we’re much more vulnerable than we feel.
Or sometimes it’s as simple as giving all the naturally pessimistic people on our team a voice and really listening to that voice. When we’re on top we lose our sense of urgency about change. Our job as leaders is to create that urgency again, in ourselves and in others. And finally we can never allow ourselves and our teams to make decisions from the perspective of being at the top. The only perspective in which we should make decisions is in the light of being behind.
Finally, whatever we do, we cannot allow ourselves and our team to trust that feeling we have when we’re on top. Instead always, always we need to feel, play and lead as if we’re behind.