Corporate Pioneers … while most leaders play politics, some leaders step up to become genuine pioneers … to explore and shape the next frontiers

March 6, 2023

I work with many organisations – typically their boards and executive teams – to help them explore, define and shape their futures.

A typical project might start with “we need a new strategy” but that would quickly become more complex, as we realise that the organisation lacks a fundamental direction – purpose, vision. This gives us context and direction, a framework in which to develop a strategy. A strategic framework with purpose, vision, strategy and goals is a useful start.

Strategy is ultimately about making choices. What we will do and not. This is where is can getter harder, but also clearer. Many organisations lack a framework to make these choices – not just in terms of financial, but the broader value set, and stakeholder engagement, which determines which financials matter most.

However the most interesting discussion often becomes about culture, of the business holistically, and therefore of its leaders too. What’s their distinctive role? How will they behave, add value, and lead? The answers usually link to the strategic choices too.

A number of recent clients said their vision was “To be the pioneer in ….”. If that’s the case, how will the be a “pioneer”?

Airbus, for example, defines its purpose as “pioneering sustainable aerospace for a safe and united world”, or in the Middle East, Al Ghurair, who started out as pearl divers in Dubai Creek, seek once again to be “pioneers, in search of better”.

I’m not sure why pioneer has become such a popular phrase. I get that markets are complex and dynamic, that disruption is everywhere, but itself not the answer. I get  that most organisations need to transform themselves, to be fit for the future. But this word pioneer keeps coming up.

Look to the definition of pioneer, and you will find “a person who is among the first to explore”, or as a verb “to develop or be the first to use or apply (a new method, area of knowledge, or activity).”

Business Chemistry

So what does a pioneer look like in business, and particularly in the C suite of larger, mature companies?

“Business Chemistry” is a framework that describes distinct patterns of behavior that can be harnessed to improve individual interactions and influence strategy. Developed by Deloitte in conjunction with scientists from the fields of neuro-anthropology and genetics, The framework identifies four dominant personality patterns: Drivers, who value challenge and generate momentum; Guardians, who value stability and bring order and rigor; Integrators, who value connection and draw teams together; and Pioneers, who value possibilities and spark creativity.

Each of us is a composite of the four work styles, though most people’s behavior and thinking are closely aligned with one or two. All the styles bring useful perspectives and distinctive approaches to generating ideas, making decisions, and solving problems. Generally speaking:

  • Pioneers value possibilities, and they spark energy and imagination on their teams. They believe risks are worth taking and that it’s fine to go with your gut. Their focus is big-picture. They’re drawn to bold new ideas and creative approaches.
  • Guardians value stability, and they bring order and rigor. They’re pragmatic, and they hesitate to embrace risk. Data and facts are baseline requirements for them, and details matter. Guardians think it makes sense to learn from the past.
  • Drivers value challenge and generate momentum. Getting results and winning count most. Drivers tend to view issues as black-and-white and tackle problems head on, armed with logic and data.
  • Integrators value connection and draw teams together. Relationships and responsibility to the group are paramount. Integrators tend to believe that most things are relative. They’re diplomatic and focused on gaining consensus.

The Deloitte study found that two of the four personality types account for almost two-thirds of the sample: Pioneers (36%) and Drivers (29%), with Guardians (18%) and Integrators (17%) accounting for the rest.

Those results varied, however, across C-suite roles, as well as by company size, industry and gender. While Pioneers were more prevalent in the C-suite overall, for example, CFOs were more likely to be Drivers (37%) and Guardians (26%). In the largest organizations in the sample (those with more than 100,000 employees) the proportion of C-suite executives who were Drivers (38%) outpaced the proportion of Pioneers (29%). In organizations with more than $10 billion in revenues, Drivers and Pioneers each represented 34% of the C-suite.

A commentary in the WSJ suggests that while C-suite executives are similar in many ways to a typical professional in terms of practicality, duty, discipline, imagination, relationship orientation, openness to experimentation and expression, they differ in particular ways related to their perspectives on approaching problems and interacting with others. As compared with the general business population, C-suite executives in this sample are significantly more likely to:

  • Be big picture thinkers who are competitive and willing to tolerate conflict
  • Make decisions more quickly without worrying about the popularity of those decisions
  • Be quantitative and comfortable with ambiguity

When 13,885 professionals in a separate study were asked what they most aspire to be when it comes to their careers, the overwhelming majority of Drivers (68%) and Pioneers (67%) chose “Leader.” Integrators and Guardians were more evenly split across a range of aspirations.

HP is one example of a large corporation seeing to rekindle its pioneering spirit.

They use Bill Hewlett and David Packard’s original garage, where they founded the business, as a symbol of what it takes to be a pioneer. Here with their “Rules of the Garage”:

Pioneering leaders

Pioneering leaders are adventurous — driven to keep seeking bigger and better roles, products, and experiences. They inspire a team to venture into uncharted territory. We get caught up in their passion to grow, expand, and explore.

Be aggressive about exploring opportunities

This is a great dimension to draw upon if you’re an entrepreneur in the first stages of building a business or brand. It’s also good to develop these behaviors during times when things seem to be just coasting along. . The pioneering leader reminds us that innovation doesn’t happen without active exploration. In other words, the next big thing isn’t hiding under your desk.

“Leaders are pioneers—people who are willing to step out into the unknown. They search for opportunities to innovate, grow, and improve.” say James M. Kouzes and Barry Z. Posner, The Leadership Challenge

Leaders lead change and stretch the boundaries

Pioneering leaders aren’t afraid to do what’s never been done before. They encourage growth for the organization and for the people around them. They stay current with best practices and opportunities to stretch beyond the status quo. You might be working hard to create a stable environment for your employees, but you need to be sure you aren’t also quashing the creativity of the entrepreneurial spirit around you.

“Let people know that innovative thinking is a part of everyone‘s job, regardless of their function or level of responsibility” says  Susan Gebelein et al, Successful Executive’s Handbook

Learn to take leaps of faith

Careful planning has its place and its rewards, but sometimes bold action is necessary. The first to market often has the advantage. The faith you show in your ideas inspires others. Not taking a chance can present its own dangers. If you’re risk adverse, allow yourself time for a reasonable amount of analysis and then act. Don’t let the research, risk assessments and worry stop you from taking the leap.

“The truth is that challenge is the crucible for greatness. … And the truth is also that you either lead by example or you don’t lead at all. You have to go first as a leaders” say  James M. Kouzes and Barry Z. Posner, The Truth About Leadership

 

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