The Struggles Really Do Make Us Stronger
The world of leadership development lost a giant at the end of July this past summer, when Warren Bennis passed away. In tribute, I’m including his classic article, “Crucibles of Leadership” (HBR, fee required) with Robert Thomas in one of my leadership courses this year. Revisiting this article is always inspirational both for myself and for the students who share their own crucible experiences including: personal loss, business and career struggles, and being on the receiving end of discrimination, sexism and racism. I’m humbled not only at the hardships these good professionals have endured, but at their remarkable attitudes about surviving and leveraging the experience for good in their lives.
In case you’re not familiar with how Bennis and Thomas applied the term crucible to professional development, consider: “ the crucible experience was a trial and a test, a point of deep self-reflection that forced them to question who they were and what mattered to them. It required them to examine their values, questions their assumptions, hone their judgment.”
Almost to a person, the students in my courses describing their own crucible experiences look back at them as transformational in their careers. The strength it took to endure the hardship translated into resolve and commitment to persevere, to make right a wrong for others and to do good in their own lives.
In my own hiring practices, I look and listen for the challenges and struggles, more than the successes. While this doesn’t crop up in many articles on best practices in hiring, I’ve used it to good success.
Consider this very real crucible scenario I encountered a few years ago:
I traveled from my home city across the country to interview two very different candidates for an important strategic leadership position on my team. The first candidate boasted a nearly spotless record of achievement and accomplishments and his career progression looked like he had been shot out of a cannon, gaining responsibility and altitude with each passing year. His life story read like a storybook the one we all wish we might enjoy. He was indeed a solid professional and almost a no-brainer of a hire.
The other candidate’s record was good, however, there were several points in time when things appeared to have gone wrong. A start-up failure was the first red flag, followed by a few years of seeming under-employment. Strikes one and two in many books. As I probed a bit more, it was clear the individual quickly had established herself as a leader in her under-employed role. A definite positive. Finally, upon closer review of her background, it was clear there was a gap of about 7 months followed by still more under-employment, albeit, once again moving quickly to a position of responsibility in a struggling not-for-profit. The roller-coaster was confusing to me. However, since that time she had rebounded nicely, recently passing the three year mark in a role of significant responsibility with a well-regarded firm. And while my position was likely a stretch role for her, she was in the game, but not nearly as attractive on paper as the other candidate.
I always like to do my own reference checking (I know, H.R. professional everywhere are shuddering) and during the course of the discussion with one of her bosses from the under-employed phase of her career, he volunteered how much he admired her for her ability to navigate life’s challenges. I probed a bit and it turned out that she had spent several years living through a litany of crucible moments, including serving as the care-giver for a terminally ill parent and then navigating the loss of her spouse and her new role as a single parent. I was told that her start-up had fallen victim to an unscrupulous financial advisor, although according to her former boss, she viewed herself as 100% accountable for that employee and in fact had repaid all of her friends and family investors over the years.
I reached back to her and asked very generally for her to talk about the challenges she had encountered and what they had taught her. What I uncovered was an attitude in the face of adversity that was truly remarkable and humbling. I doubt I would have conducted myself as well as she did.
The first candidate was compelling for all of the right reasons.
I hired the second candidate without hesitation. There was no charity case here. Both candidates were qualified, although one was stronger on paper. Nonetheless, I was (and am) committed to fielding the absolute best talent to help our organization grow and an individual who had fought through hardship and evidenced the ability to survive and ultimately prevail, would bring a level of personal and leadership depth and hunger to succeed far beyond that of my more traditional and well-heeled candidate.
She was a great hire and continues to prosper in her career.
The Bottom-Line for Now:
Your struggles and even your failures are important elements of who you are as a leader. A track-record of chronic failures is different than having encountered and survived a profound setback in your life. It’s the setbacks, the unexpected crises and your approach to surviving and persevering through these crucible moments that forge your character as a person and as a leader. Learn, live and lead. And as a hiring manager responsible for building your team’s and your organization’s leadership future, open your eyes to people who understand what it means to struggle, survive and ultimately succeed.