It's all about passion and compassion
Posted Date:
7/18/2014
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By Jonathan Trivers
Michael Gould is the CEO of Bloomingdale’s, the 160 year old superfine
department store chain that was Nordstrom cool before Nordstrom was
around. (You shopped at Bloomies and considered yourself a loyal
Bloomie.) Mr. Gould didn’t plan to be in retail; when he graduated from
college he was turned down for a job in the research department of
Goldman Sachs and ended up at Abraham & Straus, a New York retailer.
He believes that a retail leader (not just the lead dog but all those
that are in a leadership position) must have passion about their job and
compassion to those in their employ.
Passion can’t be taught and can’t be faked (being a gung ho ‘yes man’ is
not a sign of passion, it is a weak attempt of ingratiating yourself
and does more harm than good.) It doesn’t show up just because you work
more hours than most; passion is multi-dimensional. Those that are
passionate have an intellectual curiosity about the business, strive to
continually learn, they are critical but positive and love the look,
smell and rhythm of retail or whatever business you are in.
For potential new hires Mr. Gould asks, “What didn’t you like about our
store?” If you ask "what did you like about the store" you will
invariable get fawning, kiss up compliments. But ask the reverse — the
person must have looked at the store not just marched up to the
corporate office ready to impress. But this is a retail business and Mr.
Gould believes if you are truly passionate about retail and his company
you will have put a critical eye to your future home.
The other part of that is being "critical but positive." The problem
with large companies is that far too often those that suck up move up.
And those that are critical are known as complainers. The fact of the
matter is that those that are critical but positive as to a solution to
their criticism are far more valuable. It’s that bad news that needs to
be fixed; managers can’t do anything about positive feedback but gloat.
And congratulate themselves.
Jim Furyk has been a consistently very good golfer on the PGA circuit.
If he isn’t winning, he is right there within the Top 10. Many have
made fun of his swing; David Feherty says it "looks like an Octopus
falling out of a tree.” Nevertheless Furyk has been in the Top 10 for
360 weeks from 1999 – 2010.
Furyk got injured and had a terrible time getting back to where he had
been. He was physically fine; he realized the problem was he had lost
the passion for the game. Golf became another day at the office —
something he did because that’s what he did. So he took a rest and when
he missed the look, smell and rhythm of the golf tour so much he could
hardly stand it, he rejoined the tour. The game is fun again; the
passion is back and so is his game.
Back to Mr. Gould. The issue of compassion is tougher to get right. Many
bosses talk about the tricky balance around empathy; you have to care
about people more than policies but you also have to make hard decisions
about future potential of employees. He tells of his first time when
we decided to fire an employee; he was so nervous and concerned that he
waited and waited. Finally he did the deed. When he asked what the other
folks thought, they all wondered what took him so long. They knew the
employee was way over his head.
Lesson: When it feels right for the company to move an employee out the
others are in tune with your decision. And being compassionate and
empathetic dictates you not delay and procrastinate.
Finally, Mr. Gould believes you can’t be a great leader without warmth,
humility and honesty. It’s not possible to have an overabundance of
some; it doesn’t make you a wimp. It makes you a pretty good human
being. That’s worth striving for.
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