Think Like a President: Unlock the Power of an Honest Broker
Have you ever paused to ponder why you operate the way that you do?
I did this recently and realized my approach to consulting is heavily influenced by my 10-year experience working with and learning from my favorite foreign policy Yoda, Brent Scowcroft.
During his tenure as the national security advisor to two presidents, particularly under Bush41, Scowcroft exemplified excellence in running the organization, earning it the reputation as the gold standard for future NSCs.
This renowned approach, now known as The Scowcroft Model, was something I had the privilege to witness firsthand during my time at The Scowcroft Group.
So, what exactly does 'The Scowcroft Model' entail and why do you as a CEO need the same thing?
Interestingly, I noticed he applied the same principles when advising heads of companies.
I am going to review several of the principles that make up this model over the next few weeks, but the first principle is:
You need an "honest broker" by your side.
Much like the President of the United States, the value of a having a non-biased advisor by your side as a CEO can not be understated.
An advisor who has a fair and transparent process for presenting issues, ensuring a level playing field -where ideas can compete based on merit alone.
It means having someone who will refrain from favoring one approach over another and avoids the misuse of the privileged position to influence outcomes.
This is especially true when dealing with highly-charged, complex or sensitive issues.
Now, I don’t know about you, but as a founder and CEO, I could basically convince myself that any idea was a good one if I tried hard enough.
Our very ability to think outside the box is what got us here, but as our company grows, we get too close to things to be truly objective.
I would give an example here, but I’m sure you can think of 10 from your own company right off the top of your head.
As a leader you must have someone by your side who has the whole picture - who will not only challenge your assumptions but also provide unbiased advice on how to maneuver through complicated situations.
Who currently serves this role in your life?
Do they know what you need from them? Have you given them permission to push back on your ideas?
Oftentimes as a CEO, we think we have, but most people on your team are still too scared to push back simply because of your role - and those same people oftentimes don’t always have all the information to give unbiased advice, which is also a vital piece of this puzzle.
This week, let people know it’s okay for them to push back or offer new perspectives on things that you may not have thought of yourself.
As I mentioned before, there are several aspects to the Scowcroft model that I will be digging into over the next few weeks.
I hope you have found this helpful. If so, write back and let me know! Would love to hear from you!
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