So far we have considered some 18 leadership lessons from Steve Jobs from Parts ONE, TWO and THREE of this series and how they may be relevant for legal leaders – all based on the Walter Isaacson article it the HBR. There are some things however I wouldn’t recommned for legal leaders.
So what are the personal style and leadership characteristics of Jobs one would not recommend for legal leaders?
- being more about me than about you
- not caring about others’ feelings
- aggression and anger openly used in discussions with others
- out and out rejection of ideas – ‘that is crap‘
- strong language
- expecting/demanding the impossible
- being devious in demanding things from others
- being more selfish than selfless
- not taking a genuine interest in the personal and professional well-being of others
- simply expecting others to be able to handle his style and approach
and so on, you get the drift, but he, unlike most of us, could pull this off because of who he was and what he had achieved. He could afford to hire highly paid, highly capable, tough people who could handle it all and it worked, brilliantly. In my experience many senior leaders like managing partners don’t exhibit these tendencies, and I don’t think it would go down too well or be swallowed in a legal environment.However, pause and look around the office and there are usually some leaders who do – they need to be addressed on this as it can be a deadener to your employment brand if it is not.
And now, one last thing. . . . many of you will know Steve Jobs often ended off his renowned presentations – many of them quite long – with a pause, raised his finger, turned to the audience and said ‘ah, just one more thing . . . ‘ and then launched into discussion about a key development. This was the item that usually stuck in everyone’s mind.