{"id":60791,"date":"2022-02-13T17:31:00","date_gmt":"2022-02-13T21:31:00","guid":{"rendered":"https:\/\/www.shortform.com\/blog\/?p=60791"},"modified":"2022-02-25T10:52:41","modified_gmt":"2022-02-25T14:52:41","slug":"leadership-sacrifice","status":"publish","type":"post","link":"https:\/\/www.shortform.com\/blog\/leadership-sacrifice\/","title":{"rendered":"The Cornerstone of Good Leadership Is Sacrifice"},"content":{"rendered":"\n

Have you ever had to sacrifice something (or someone) for the sake of the greater, common goal? Why is sacrifice important in leadership? <\/p>\n\n\n\n

A leader must inevitably make decisions that put individual team members in harm\u2019s way for the sake of the mission. According to Willink and Babin, the authors of The Dichotomy of Leadership<\/em>, sacrifice is integral to the idea of what it means to be a leader<\/a>. It\u2019s why many people see leadership as a burden\u2014many leaders struggle with a guilty conscience over the decisions they have to make.<\/p>\n\n\n\n

We’ll describe two specific instances of sacrifice in leadership<\/a>: first, when you have to lead the people you care about into danger; and second, when you have to cut someone you care about from the team.<\/p>\n\n\n\n\n\n\n\n

The Team Will Get Hurt<\/strong><\/h2>\n\n\n\n

Leadership requires pushing your team into dangerous environments. Willink and Babin learned this lesson in the warzone of Ramadi, Iraq, but they argue that it\u2019s equally true in the workplace. Workers will make mistakes and feel ashamed and receive feedback that bruises their egos, and they may at some point need to be fired.<\/p>\n\n\n\n

Willink and Babin argue that as a leader, your job is to accept radical accountability and minimize these unpleasant dangers whenever you can.<\/strong> Try to provide your team members with everything they need to thrive, whether that be additional training or other kinds of special attention. Furthermore, don\u2019t overwork them to the point of misery\u2014on the contrary, make the job as pleasant as possible for them, as long as they\u2019re contributing to the success of the mission.<\/p>\n\n\n\n

However, Willink and Babin offer a warning: Don’t let your emotional connection to your team members cloud your judgment. Sometimes, the right decision requires you to let<\/em> your team get hurt\u2014for instance, if your company is struggling financially, you may need to lay people off to survive. The whole point of forming a team is to accomplish a worthy mission. If you allow your feelings for someone on your team to ruin the mission, you fail the entire team and waste their collective efforts.<\/p>\n\n\n\n

Balancing Care and Honesty With Radical Candor<\/strong>

Kim Scott illustrates this dichotomy perfectly in Radical Candor<\/em><\/a>. Scott\u2019s thesis is that to be an effective leader, you need to care personally about your team but also directly challenge them when you disagree with the way they\u2019re working. 

If your team is doing challenging work, some amount of failure (and pain) is inevitable. Scott argues that the \u201ckindness\u201d of ignoring your team\u2019s failures and giving entirely positive feedback isn\u2019t kindness at all\u2014it\u2019s \u201cruinous empathy\u201d if you care about your team, and \u201cinsincere manipulation\u201d if you don\u2019t.<\/a> Much of the time, your team will be aware when they\u2019re not doing good work, and if you pretend like everything is fine, they won\u2019t feel like they can trust you<\/a>. This strategy doesn\u2019t protect your team from pain, it intensifies<\/em> the pain.

Willink and Babin argue that most of the time, you should take care of your team and cater to their preferences. Scott offers a compelling reason to do so: In some cases, neglecting your team members\u2019 wants and needs hurts the mission<\/strong>. For example, Scott recounts how one of her team members quit his former job because his boss forced him to take a promotion he didn\u2019t want<\/a>. That boss lost a valuable team member by trying to maximize the value of their personnel at an individual\u2019s expense.<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

To Coach or to Fire?<\/strong><\/h2>\n\n\n\n

One potent form of this dichotomy occurs when cutting someone from your team. Willink and Babin assert that you want every member of your team to feel unconditionally supported. However, they point out that if you let a single struggling member drag the rest of the team down, you\u2019re doing everyone a disservice.<\/p>\n\n\n\n

Willink and Babin emphasize that in the majority of cases, you should try as hard as you can to coach struggling team members until they improve and meet your team\u2019s standards. Part of radical accountability is accepting responsibility<\/a> for your team members\u2019 shortcomings. If they fail, begin by assuming you\u2019re not mentoring them well enough.<\/strong><\/p>\n\n\n\n

However, if it becomes obvious that the struggling team member isn\u2019t able to improve, you\u2019re obligated to cut them from the team. Willink and Babin explain that this is also a form of radical accountability\u2014doing what needs to be done for the good of the entire group. You\u2019re protecting the rest of the team from the consequences of their potential mistakes. And more than likely, you\u2019re doing what\u2019s best for the one who\u2019s struggling\u2014they\u2019ll be happier working on a team better suited to their abilities.<\/p>\n\n\n\n

Leadership and Sacrifice:<\/strong> The Netflix Way<\/strong>

In No Rules Rules<\/em><\/a>, Erin Meyer and Netflix co-founder Reed Hastings offer an alternative viewpoint on the need to fire team members<\/a>. Meyer and Hastings acknowledge the fact that one struggling team member can drag the whole team down. However, they take Willink and Babin\u2019s logic further: When a team has no<\/em> struggling members, every team member is a positive influence on everyone else<\/a>, and the entire team thrives. Thus, they offer the advice to fire any<\/em> employee that you wouldn\u2019t fight to keep: not just those that are struggling the most.

Meyer and Hastings insist that this high rate of turnover is necessary for the Netflix team to achieve the highest level of success<\/a>. In their eyes, Netflix management is making sacrifices for the good of the team\u2014just like Willink and Babin. 

Moreover, Meyer and Hastings assert that this practice of frequent firings isn\u2019t a bad system for the employees themselves, either. Instead of spending money and time on personal coaching for struggling team members, as Willink and Babin suggest, Netflix uses that money as a generous severance package\u2014typically four to nine months\u2019 pay. Their goal is to ensure that getting fired isn\u2019t something to be afraid of.<\/td><\/tr><\/tbody><\/table><\/figure>\n","protected":false},"excerpt":{"rendered":"

Have you ever had to sacrifice something (or someone) for the sake of the greater, common goal? Why is sacrifice important in leadership? A leader must inevitably make decisions that put individual team members in harm\u2019s way for the sake of the mission. According to Willink and Babin, the authors of The Dichotomy of Leadership, sacrifice is integral to the idea of what it means to be a leader. It\u2019s why many people see leadership as a burden\u2014many leaders struggle with a guilty conscience over the decisions they have to make. We’ll describe two specific instances of sacrifice in leadership:<\/p>\n","protected":false},"author":7,"featured_media":6348,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[45,29,14],"tags":[578],"class_list":["post-60791","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business","category-career","category-management","tag-the-dichotomy-of-leadership","","tg-column-two"],"yoast_head":"\nThe Cornerstone of Good Leadership Is Sacrifice - Shortform Books<\/title>\n<meta name=\"description\" content=\"A leader must inevitably make sacrifices for the sake of the mission. There are two key instances of sacrifice in leadership. 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