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    The Motive: Why So Many Leaders Abdicate Their Most Important Responsibilities
    The Motive: Why So Many Leaders Abdicate Their Most Important Responsibilities
    The Motive: Why So Many Leaders Abdicate Their Most Important Responsibilities
    Ebook133 pages1 hour

    The Motive: Why So Many Leaders Abdicate Their Most Important Responsibilities

    By Patrick M. Lencioni

    4.5/5

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    Shay was still angry but shrugged nonchalantly as if to say, it’s not that big of a deal. “So, what am I wrong about?”

    “You’re not going to want to hear this, but I have to tell you anyway.” Liam paused before finishing. “You might be working hard, but you’re not doing it for the company.”

    “What the hell does that mean?” Shay wanted to know.

    Knowing that his adversary might punch him for what he was about to say, Liam responded. “You’re doing it for yourself.”

    New York Times best-selling author Patrick Lencioni has written a dozen books that focus on how leaders can build teams and lead organizations. In The Motive, he shifts his attention toward helping them understand the importance of why they’re leading in the first place.  

    In what may be his edgiest page-turner to date, Lencioni thrusts his readers into a day-long conversation between rival CEOs. Shay Davis is the CEO of Golden Gate Alarm, who, after just a year in his role, is beginning to worry about his job and is desperate to figure out how to turn things around. With nowhere else to turn, Shay receives some hard-to-swallow advice from the most unlikely and unwanted source—Liam Alcott, CEO of a more successful security company and his most hated opponent.

    Lencioni uses unexpected plot twists and crisp dialogue to take us on a journey that culminates in a resolution that is as unexpected as it is enlightening. As he does in his other books, he then provides a straightforward summary of the lessons from the fable, combining a clear explanation of his theory with practical advice to help executives examine their true motivation for leading. In addition to provoking readers to honestly assess themselves, Lencioni presents action steps for changing their approach in five key areas. In doing so, he helps leaders avoid the pitfalls that stifle their organizations and even hurt the people they are meant to serve.

    LanguageEnglish
    PublisherWiley
    Release dateFeb 19, 2020
    ISBN9781119600466

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    • 5/5
      Gets down to the first principles of Leadership, very powerful

    Book preview

    The Motive - Patrick M. Lencioni

    Introduction

    Whenever I hear a graduation speaker exhort a group of students to go out into the world and be a leader, I want to stand up and shout, No!!! Please don’t be a leader, unless you’re doing it for the right reason, and you probably aren’t! Let me explain.

    This is the eleventh or twelfth business book I’ve written, depending on how you count them. If someone were to dive into a stack of my books for the first time, I’d tell them to start with this one.

    That’s because the majority of the other books I’ve written focus on how to be a leader: How to run a healthy organization, lead a cohesive team, manage a group of employees. However, over the years I’ve come to the realization that some people won’t embrace the instructions I provide because of why they wanted to become a leader in the first place.

    Throughout my childhood, people exhorted me and my peers to be leaders. I accepted their encouragement at face value and sought opportunities to lead people and organizations from the moment I could captain a team or run for student council. But, like so many people, I never stopped to consider why I should be a leader.

    As it turns out, the primary motive for most young people, and too many older ones, is the rewards that leadership brings with it. Things like notoriety, status, and power. But people who are motivated by these things won’t embrace the demands of leadership when they see little or no connection between doing their duties and receiving those rewards. They’ll pick and choose how they spend their time and energy based on what they are going to get, rather than what they need to give to the people they’re supposed to be leading. This is as dangerous as it is common. The purpose of The Motive is to make it a little less common.

    I hope that this book helps you understand and, perhaps, adjust your leadership motive so that you can fully embrace the difficult and critical nature of leading an organization. Or, perhaps, it will help you come to the peaceful conclusion that you might not want to be a leader at all and allow you to find a better use for your talents and interests in a different role.

    The Fable

    The Situation

    Shay Davis knew that it was too soon for him to get fired. Six months was not enough time for even the most aggressive private equity firm to axe a recently promoted CEO. But it wasn’t too soon for them to start thinking about it.

    Golden Gate Security wasn’t exactly failing under Shay’s brief period of leadership. The company, headquartered in Emeryville, a mostly commercial town on the eastern shore of the San Francisco Bay, was still growing, albeit more slowly than most other regional security companies in the west. Profit margins were solid, but they looked anemic compared to those of All-American Alarm, the massive and most aggressive national company in the home and small business security market.

    Shay figured that the private equity guys would give him another nine months to jump-start Golden Gate, but he wasn’t going to wait that long. After climbing the ladder for more than two decades and finally making it to the top, he wasn’t about to let all those years of hard work go to waste.

    So he decided to throw his pride out the window and make a painful phone call.

    Research

    Lighthouse Partners was a small consulting firm located in Half Moon Bay, California, that had a reputation for working with interesting and successful clients. One of those clients was Del Mar Alarm, a San Diego–based company that was the shining star of the regional 
security arena in California and a small thorn in Shay Davis’s side.

    Whether it was a panel discussion at a trade show or an article in a business magazine, Del Mar and its British-born CEO, Liam Alcott, were regularly lauded for their off-the-chart profitability as well as for their ability to fend off national competitors like All-American.

    Normally, Shay would never have considered hiring a competitor’s consulting firm, but he was beginning to feel desperate enough to try something new. When he contacted the consultant at Lighthouse who worked with Del Mar, she explained that she’d have to check with her client to see if it would be okay for her to work with another company in the same industry. Shay decided he probably wouldn’t hear back from her. He was right.

    But he could never have predicted what would happen next.

    Nemesis

    It’s hard to hate someone you don’t know, but Shay figured he was getting pretty good at it in regard to Liam Alcott.

    Though he had never really met Alcott, aside from a handshake or a perfunctory greeting at an industry event, Shay had heard him speak a few times and read more print interviews than he cared to remember. He had grown to resent the phony affability of the man who seemed to have such an easy time doing what Shay hadn’t yet figured out.

    So when Shay’s assistant, Rita, came into his office to announce that someone named Liam was calling for him on line one, Shay figured it was one of his own executives pulling a prank on him. But before he could pick up the phone to play along, he noticed the 619 area code and decided that the caller might just be his nemesis from San Diego.

    Taking a deep breath, he dove in. This is Shay.

    Hello, Shay. This is Liam Alcott.

    Shay realized immediately that it wasn’t a prank. But he was somehow relieved that he didn’t even like the sound of the man’s voice, notwithstanding the English accent, which he decided was affected. So he decided to be excessively nice.

    Well, what can I do for you, Liam?

    First, I want to apologize for not reaching out to you last summer to congratulate you on your promotion. I feel like a bum.

    Shay wasn’t at all convinced that the man was genuine. But he wasn’t about to let on. Don’t be silly. Believe me, if anyone knows how busy you are, it’s me.

    I suppose that’s true. Anyway, I’m calling because Amy over at Lighthouse told me that you contacted her about working with them.

    Shay felt a rush of shame wash over him, expecting Liam to chastise him for trying to poach his consultants, not to mention his intellectual property. Shay tried to play it cool. Yeah. I just figured that they know our industry, and that if they didn’t have a problem with—

    Liam interrupted. Of course. I get it. And I don’t have any problem with it at all. Amy’s a great consultant, and Lighthouse has been very helpful to us down here. You would love working with her.

    More than a little surprised, Shay backed off to preserve some pride. Well, we’re going to be talking to other firms too, so we’re not ready to commit to anything quite yet.

    Liam didn’t flinch. That’s smart. In fact, before you hire any consultants, I think there is one big thing that you should do first.

    Shay was bracing himself for some sort of condescending advice. What’s that?

    You should let me tell you what we’ve learned from Lighthouse and see if that might be enough for you.

    Shay didn’t know how to respond. Did I hear that correctly?

    Before he could think of

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