WORKPLACE: Trusted Advisors: An Essential For Leaders

If I asked you to think of one universal truth that is absolutely certain in every business, regardless of size, industry, location and operational dynamics, could you come up with one? You’re probably familiar with this one: “The only sure thing in business is change.” At the pace the world is moving, you’d be hard pressed to find anyone who could argue with this. Can you think of another absolute truth that applies to every business?

It’s tough, isn’t it? Today there are few absolutes in the world of business. Everything, I mean everything, is open for debate.

After nearly 14 years of studying thousands of businesses, CEOs and managers, and resolving even more “people” problems, I have found one other absolute principle that holds true in almost every organization I’ve consulted with: It’s lonely at the top. This one isn’t new either, but it generally isn’t thought of in the context of an important business absolute.

In fact, you may be thinking, “So what? I’ve heard that for years. Big deal.” You’re right. Amidst our unpredictable and chaotic world, a litigious society, multiple generations under one roof, unforgiving public markets, demanding customers and increased government regulations — it is a big deal.

It seems that we have more knowledge than ever before, yet we don’t feel any smarter — just more confused. Decisions are tough to make and the answers are often out of our reach. Business owners and managers find themselves caught between a myriad of conflicting opinions and philosophical choices, old “rules of the game” that no longer apply and people who are complex, hard to please and difficult to manage.

Managing and owning a business is harder than ever — especially when your business is small and you are alone. In fact, until recently, I had no idea just how isolated CEOs, upper managers and presidents of organizations really are and, what’s more, the difficulty this creates.

BAD DECISIONS. Each day, leaders must make a multitude of decisions that directly impact the future of their organization. One seemingly small decision impacts the next, bigger decision, which then lays the foundation for a more critical choice. If the wrong decision is made early on, it can have a snowball effect over time. I have agonized with many CEOs who are faced with limited and sad options, which they would not have had if they made only one decision differently.

Perhaps the most notable is a CEO client and friend of mine who started a business with nothing but a dream. He built a successful technology organization that he eventually took public and expanded into international markets. He was highly esteemed and well respected among his peers. And, more important, he is an honest, trustworthy and humble leader. Unfortunately, one small tactical mistake began a series of events that had a disastrous domino effect. In the end, my friend lost his company and his dream.

Recently I had lunch with him and asked, in hindsight, what (if anything) he would have done differently. His response: “I would not have hired Tom. It all started when we made one bad hire decision.” He was right. One simple tactical decision equaled tragic strategic consequences.

What my friend needed at the time that he did not have was a “trusted advisor.” Someone he could have confidentially talked to and who could have helped him think and see clearly. As it turned out, “Tom” (not his real name) rallied some friends together and started a series of events that had legal and financial consequences the company simply could not recover from. It’s hard to believe that one person could start a chain of events that led to the downfall of an organization. The sad part was that Tom never hid his true colors. My friend, however, was blind to them because he was too close to the situation. CEOs and business leaders easily lose their objectivity when they’re in the midst of and living in the crisis of the moment.

YOU’RE NOT ALONE. As I travel around the country and meet with company leaders, time and again I am struck by the profound need these people have for a professional, trusting relationship with someone who can provide wise counsel, frame the options and redefine the problems and who can guide the individual back to basics. Sometimes what’s needed is not to provide an answer, but rather to ask the right question. A trusted advisor does this. He or she understands the passion of the leader and respects the undeniable reality that the CEO and his or her business are intrinsically one.

The trusted advisor is more than a mentor or a coach. He or she develops a deep and personal relationship with the leader and provides a refuge where the CEO can escape from the noise and confusion of the business. With the trusted advisor, the leader need not worry about pretenses. He or she can reveal weaknesses, because in doing so, they allow greater access to emotion and inspiration. Trusted advisors listen and ponder the solutions. Their focus is introspective and their purpose is always to place the discussion on a different plane. Through continued questioning, the trusted advisor helps the individual to rediscover the “whys.” Only then can he or she move on to the “hows.”

Many leaders tell me that their work is no longer “fun.” They are alone and have become accustomed to making important decisions with their mirror as their only companion. Like my friend, these leaders get caught in a trap because they don’t realize the limitations of their singular perspective. I believe that if more business leaders had someone they could turn to for counsel and advice, their work would again be fulfilling.

If you are one of the few fortunate leaders who has found this type of relationship in a consultant, spouse, friend, relative or colleague, perhaps you realize the immeasurable value and reward you are receiving. Don’t lose sight of your unique opportunity.

If, on the other hand, you find yourself reflecting on how lonely it is at the top, there is a solution. If “the only sure thing in business is change,” then change your thinking and find an advisor who can provide a fresh perspective. My friend did and now he’s on his way to a more exciting venture. The difference is he’s not alone.

The author is president of the Winter Park, Fla., consulting firm, Seawright & Associates, Inc. She can be reached at 407/645-2433 or jseawright@pctonline.com.