When should a leader stick to their principles, and when
should they cut their losses and embrace change?
One can argue that Rob Ford made no secret of his
personal views on Pride in his pre-mayoral career as a city councillor. He
fulminated against special interest groups, and decried the antics of the
parade's revellers. So citizens who voted for him knew what they were buying,
and his steadfast refusal to change those ingrained views demonstrate an
adherence to his principles.
On the other hand, when he assumed the city's reins as
leader and manager in chief, he accepted the obligation to represent all
citizens, and not just his followers.
In corporate life, sometimes CEOs need to accept that
their vision may not be the right one for their company. CEOs can draw upon a
number of sources to retain best advice: their executive team, the board of
directors, and perhaps a select number of peers they trust. Ultimately,
however, the decision for which strategic path to pursue is their alone. That's
why they get the job.
And ultimately, if that path turns out to be the wrong
one, the CEO, and no-one else, is accountable for the results. It takes a
special kind of person to be humble enough to realize that their direction is
leading the company into murky waters, and to change direction.
