A Personal Take on Leadership: Don't Ask the Expert

What I’ve learned (and am still learning) … 
As a leader, I have deep knowledge of ACC, the in-house counsel community, and beliefs about what it takes to remain relevant in this very competitive professional services sector. That clarity helps guide my ability to set and communicate priorities, and it also makes decisions that much easier. First and foremost, I try to remain mindful of “who” and “how” we serve. ACC is in the service business. The ability to serve rests on the strength of the relationships and trust forged with our members and sponsors over time. ACC’s dedicated staff are the glue and foundation that keep ACC running so effectively. As a result, when the gravity of the pandemic was unfolding, my commitment was, and remains, to protect ACC’s staff. 

Based on guidance from global health organizations, the ACC team has been required to work-from-home since mid-March, and our offices will remain closed until health experts and scientific data indicate the ability  to reopen our global offices safely.  We are grateful that ACC’s business model and technology investments have facilitated the ability to work from home with relatively little disruption to how we work. 

Yet as a leader, I have found that regardless of what one’s own situation may be, it’s critical to bring a sense of empathy for others. That empathetic tone will resonate through an organization to become part of its culture. We know there are greater challenges looming and the road to the other side will not be easily navigated. In fact, many CEOs and leaders have made painful decisions to reduce their workforces. The economic hardships imposed by COVID-19 are causing many businesses to fold. For the ACC team, our priorities are clear: We will do all we can to offer kindness and support to any members who find themselves displaced or in transition. These members will need the ACC network now more than ever to find their way to that next opportunity and we will be here for them.  

Too many voices 
Everyone has an opinion about what it takes to be a “good” leader. If you tried to follow all the advice that is offered, or listen too closely to the many self-proclaimed experts, you would surely fail. In the wake of this pandemic, you may have noticed several “fast experts” on leading during a crisis. There are all kinds of articles, checklists, do’s and don’ts, top 10 traits, and the like to choose from. 

I am not suggesting that there is nothing to gain from this content. In fact, there are often nuggets of real wisdom in the practices that have worked for others and that may work for you. In my last article for example, I shared my personal approach to practicing self-care. 

While I do hope you found something I offered to be helpful, I am in no way an expert — I simply shared what works for me. So while I shy away from those who claim to be experts in leadership, or who may claim this is the right or wrong way to lead, I do encourage you to share and seek out your networks, colleagues, and, yes, trained professionals when it comes to identifying the best practices that will work for you. 

Leadership, however, is personal. We all lead from different strengths, and hopefully turn to our colleagues and coworkers for help in areas where we may be weaker. I do believe that good leaders surround themselves with good people and smart leaders listen to what they have to say. But when it is time for a decision to be made, I have had to learn to summon my confidence to make those calls. And although getting to the other side of this crisis may prove be a marathon and not a sprint, if you overthink or snooze, you may lose. So being fearless helps prevent indecisiveness.