In his new book, What to Ask the Person in the Mirror , Kaplan argues against the notion that great leadership is about having all the answers
When CEOs speak with Rob Kaplan looking for answers, he usually focuses them instead on figuring out and discussing the right questions.
When senior leaders ultimately do cultivate junior coaches, they find that the criticism can feel "devastating at first because you realize it is accurate and that it is probably a widespread view within the organization. You have to thank the junior coach, and then go out and work on what they've told you." Not sure the assessment is accurate? Call a few close friends or loved ones and see what they think. Most likely, Kaplan says, they'll agree with your subordinates.
She explained that in the early years, she was so excited to be building a business of her own that she took the time to recruit and coach. Once the company developed a track record, however, she reverted to doing the things she loved best. In some ways, this made sense-after all, she was a superb conceptual thinker and also loved spending time with the company's clients. In other ways, though, it was a disaster in the making. The company's key facilities management, coaching, people development, and recruiting functions were allowed to atrophy. As the organization grew in size, this neglect became a bigger and bigger problem.
This article was provided with permission from Harvard Business School Working Knowledge.