I leaned in my chair a bit before picking up the cup of steaming hot coffee and closing my eyes for a quick break. We were in the midst of interviewing a CXO for a technological research centre. The CEO was very clear that he wanted someone “SPECIALIST” here and made it clear that it was not the applicant's subject knowledge only. “Only a specialist would know everything under the sun about whatever is happening.” We finished the third day without getting anyone even for consideration. So the CEO and I decided to sit down and decode the myth of 'specialist' versus 'broadened' outlook.
Most organisations would look at having a specialist for key positions and directly associate high performance with super-efficient leadership capability. Haven't we heard stories from many companies and CEOs/HR that after a certain age and gaining vast experience it is difficult to train people in new skills? That's the block of being a specialist or an expert. Years of experience, great work, accomplished milestones and deep subject knowledge make them very valuable assets but also prejudiced and susceptible to arrogance and mistakes. A hidden veiled approach of not accepting new ideas from freshers in the company or picking up market insights either is a common pitfall.
Recently, many small restaurants decided to close sit-down establishments and made it delivery-only on various apps - A clear sign of understanding the emerging trends. But once upon a time, Steve Ballmer, former CEO of Microsoft, failed to understand that Apple's iPhone without a conventional keypad was to change the way people took pride in owning a phone. Ballmer was carrying years of expertise and had been soaked into PC and connected business of Microsoft for a very long time.
How to identify if you are in the trap already? Be honest when you respond to these questions.
1. New technologies and trends are emerging every day but 'Old is Gold'. I do not need to be familiar with it always.
2. You think, “We have been successful for decades only by doing it the way we do ALWAYS.”
3. In Board meetings, you are reluctant to new ideas as they are risky. The opportunities behind them are never discussed.
4. Young freshers seem to have a total disconnect with your thought process.
I have met a lot of seniors from industry and a few of them have done exceedingly well in breaking the rut, going with new wave and using their expertise not only to mentor collogues but also to keep up with evolving drifts. They indeed become irreplaceable assets. Here are a few steps to break away from that thought process.
Be modest: Sometimes, ignorance on a particular discussion might set off a fear. That straightaway results in a refusal to listen to others or showing off own expertise. Be modest and open to the fact that the other person may be giving correct view even if does not match yours.
Mix up with everyone: Pankaj Patel, the chairman and managing director of Cadila Healthcare, the fifth largest pharmaceutical Indian company, flies economy class with his team members or drinks coffee in office canteen many times so that he can get updates on their daily life. If top level is open to mix up and appreciate any rank employees, not only is it a great motivational tactic but also keeps the seniors grounded and updated.
Ask for fresh ideas: Rajiv Mehta, president of Ahmedabad Management Association, does a “ Practice deep Dive” exercise with core Board members. Each of them has to take an existing organisational practice and give an imaginary overhaul of the same. Suggestions vary right from changing it dynamically to replacing it with a new one. All of them may not be possible to take ahead but a lot of changes have been implemented and welcomed.
Every phenomenal leader has known that learning is a lifelong process. Having said that, it is easier to learn more with wisdom acquired over a period of time. Getting old with experience is a privilege. To use it wisely and leave a legacy of learning is another art that anyone with expertise needs to master.
The writer is a strategic advisor and premium educator with Harvard Business Publishing