Control Versus Leadership

In my last post Are CEOs Playing Chess?, I compared the game of chess to the challenges CEOs face in running their organizations. I suggested that chess is far easier because you can control the moves of the pieces. In chess, knowing what to do is enough to win. In running an organization, inspiring your stakeholders to achieve your goals requires more than just knowing what to do. It requires true leadership skills.

Ed Lee agreed that playing a game of chess where you only lead your pieces versus control them could be very entertaining and challenging. Howard Steiger (fellow MASCL grad) hinted that people can operate successfully outside the rules if given the freedom to do so. In the initial post, I looked at how control may quell individual mistakes or rogue behavior. But you also have to concede that control also limits an organization's true potential.

Leadership is harder, but the rewards can be far greater. Control may be enough to win at chess, because let's face it, the best you can do is win. In life, the possibilities for success, growth, and relevance can be far greater than a simple "win." Because of this, the last thing a leader would ever want to do is control his/her employees. A great team can help you realize the unimaginable - exceeding a CEO's greatest expectations.

That's why great leaders don't try to control their people; they create environments that unlock their limitless potential.

Are CEOs Playing Chess?

A CEO would be lucky if the game were that simple. After reading the Seven Surprises for New CEOs, it made me think of a conversation I had many years ago with a friend of mine. We were talking about chess and how "interesting" the game might be if we only led the chess pieces rather than have complete control over every move.

For example, an electronic version of the game may require a player to enter the move P-K4, but the pawn may only advance to K3. Just imagine playing chess, where at any given time a piece of any rank can go where it chooses. Not unlike the workplace, the CEO may direct an employee to advance to a specific position at a certain time, but (s)he doesn't quite get there for any host of reasons. It's a fitting metaphor.

Knowing what moves to make may help you win at chess, but it's a small part of the equation when it comes to leading an organization. To set a tone, establish priorities for decision making, and inspire employees to work as a team to achieve a common goal requires a great deal of skill. Because CEOs don't have total control, they must demonstrate exceptional leadership ability to achieve victory.

By comparison, it makes chess look more like checkers.