Leadership begins with a vision, confidence and persistence. Confidence and persistence begins by stretching yourself and sometimes failing.
I was talking with some old fraternity brothers this past month to see if we could round up enough of us to attend our 50th college reunion next year. To make it more than just a beer fest, someone suggested we talk to the current members about some of the business lessons we learned over the years we could pass on.
As a start, I dusted off some notes I've been keeping in case I ever got asked to do a commencement address somewhere. I haven't, but if I were, I always wondered what I would say to a bunch of twenty-somethings who don't want any advice from someone from a long past era. So I figured I'd go back to those early days describing some advice I got then that I still follow 50 years later.
I remember starting my first job as a systems engineer on an aerospace project. My new boss gave me an unusual assignment on my start day. He wanted me to tell him what E = mC(squared) and "You can't push on a rope" meant.
As part of figuring out the answer he said to first ask anyone you want in the department for advice or insight. Of course, I thought he just wanted me to meet everyone on my own since I already knew the answer to both questions.
It turned out I was wrong on all parts.
Here's what I told him when we met for lunch in the cafeteria on the third day of my first job.
E = mC(squared). While I got the scientific principle right the bigger purpose was to understand how this relates to the real world of product design given competing constraints on functionality, time, cost and manufacturability. The lesson: It doesn't matter how smart you are if you lose sight of the big picture.
You can't push on a rope. I thought this one had to do with strength of materials, some kind of force diagram and one of Newton's laws. But it turned out to be about human nature. The lesson: The most important part is that you can't push the people involved to do what you want them to do despite overwhelming analysis or engineering evidence. You have to understand their needs first.
I learned later that Zig Zigler said it more eloquently, "You can get everything in life you want if you will just help enough other people get what they want."
That's a principle everyone needs to apply to get ahead regardless of their age or their job.
Here are a few other useful like principles I learned early on in my career.
Take the right fork in the road. In my first engineering design class the professor showed a picture of a bridge across some river that didn't meet perfectly in the middle. There was a one foot offset. Oops. The professor started by saying that in this course you'll learn how to ensure this will never happen to you. Planning ahead was the big lesson. Thinking of the consequences of your actions was the more subtle point. Stephen Covey's "Begin With the End in Mind" pretty much sums it up. While this stuff is easy to say, it's hard to do whether you're building a bridge or figuring out how to just get through the day.
Persistence overrides intellect. In most of the engineering classes the answers to the problems were given. My non-engineering friends thought this was too easy. I thought so too until I was given one very complex problem to figure out. It took me all night and a lot of trial and error to get the right answer.
There were a lot of lessons learned that night. The obvious one: Getting the answer right was secondary. Figuring out how to get the right answer was the purpose of having the answer given. A lot of smart people gave up too soon. That's when I realized that persistence is far more important than intellect. Everyone should adopt this principle no matter what you do with your life.
Some similar things happened a short time later as an intern and during my first full-time engineering job I was assigned two very complex technical projects. In each case there was an initial 2-3 weeks of total confusion. It was clear I was going around in circles, over my head and an abject failure. After stumbling about, talking with people and thinking about the problem from a totally different perspective, the fog starting lifting. Soon a solution emerged. In both cases it took a few very uncomfortable weeks to go from nothing to a potential solution. Of course, getting the actual solution took a lot longer but that was the easy part. The lesson learned again: It's okay to be confused but it you keep at you'll figure out what to do.
I learned later that Winston Churchill said it better, "Never ever give up. Never!"
But that wasn't the collective lesson in all this. By not giving up too soon you build confidence in yourself to take on any project as long as you can figure out a solution and create a vision of where you're going. As a result I then started volunteering for projects and positions over my head and even asking for promotions in different departments. And I got them by selling the vision to others.
The real lesson is that true confidence is contagious. But you need to struggle a lot before you develop it in yourself. So look for some struggles to tackle. A lot of them. And never give up despite how easy it might be to do.