“In the corporate world, activity is often mistaken for leadership“

Melanie walking past the IT department with greg

Melanie: Greg, why is the CTO personally approving IT helpdesk tickets?
Greg: Ah, Melanie, leadership is about clearing obstacles for the team.
Melanie: But we have managers for that…? Shouldn’t he be focusing on, I don’t know, building out the IT strategy review?
Greg: Well, actually, Melanie, dealing with tactical issues gives an executive a sense of purpose—without the inconvenience of having to make big decisions.

Later that day in melanie’s office

Margaret: Melanie, Greg has been personally resolving office seating disputes.
Melanie: (blinks) The—what?
Margaret: He says it boosts morale. He even re-positioned the desks himself.
Melanie: But isn’t his job to oversee financial strategy, not play office furniture coordinator?
Margaret: He says if there were no small problems, we might have to address the big ones. And that would get in the way of the business.

Greg & Melanie in a 1:1

Melanie: Greg, so instead of leading the company, you’re ensuring Karen from HR gets a window seat and other senior leaders doing the work of front line managers? Am I missing something here?
Greg: Not at all, Melanie. Leadership is about visibility.
Melanie: In my books visibility is being seen delivering results?!
Greg: That’s quiet novel. We’ve always operated under the understanding that

“Visibility means being seen doing something.“