Skillfully Balancing Human Complexities with Business Outcomes
If you read my columns regularly, you know I enjoy employing sports analogies. It is not just that I love sports, which I do—Go Bengals. The parallels between sports and business are very relatable and evident, whether I am watching or participating.
Take golf, for example. For the past 35 years, I have played with my friends on Fridays whenever my schedule permits. We classify ourselves into A, B, C, and D golfers to set up our teams. The A-group consists of the best golfers who act as team leaders. They concentrate on selecting players with the lowest handicaps because the goal is not only to win money but also to achieve victory.
We are all competitive, so when it comes to selecting teams, friendship be damned. Losing is not an option, so captains prioritize strategy over relationships. While being chosen last stings, we have all had to come to terms with the fact that winning trumps camaraderie every time.
While the stakes in these golf games revolve around personal pride and the modest sum of money we wager among friends, in the world of business they are significantly higher. As leaders, every decision we make has far-reaching consequences that impact the livelihoods of employees, the satisfaction of customers, and the financial health of the company. The complexity of these decisions is magnified by many considerations, including market trends, regulatory requirements, and competitive pressures.
In life, we often face a choice between the easy but wrong option and the harder yet better path. True leaders earn lasting respect by making decisions that might not be popular in the short term.
Unlike the relatively straightforward choices in golf, business decisions often involve navigating a maze of unpredictable variables and high-stakes outcomes that can alter the trajectory of an entire organization.
In his book, The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers, Ben Horowitz discusses how one of the most difficult aspects of leadership is deciding to let people go.
This is even more emotionally taxing when the company’s well-being hangs in the balance, and the challenge forces a leader to make decisions that pit personal relationships against professional responsibilities. The agony of terminating a friend’s employment is compounded by the mutual history and trust built over years of collaboration. These decisions, however painful, become unavoidable if the company’s survival is at stake.
Clarity and transparency during these tough conversations are crucial, as is the need to separate personal feelings from business priorities. For many, bearing the weight of their decisions often leads to isolation.
Horowitz acknowledges “the Struggle” business leaders face. His book offers an unfiltered look at the emotional and decisional hardships a leader is likely to encounter, including intense pressure, self-doubt, and loneliness. He reminds us that leadership is not just about strategies and numbers. It also encompasses the navigation of human complexities.
While the initial response by some leaders is avoidance, Horowitz encourages us to embrace the struggle and accept it as an inherent part of leadership. He further urges leaders to maintain focus on the company’s vision and mission. Keeping them at the forefront can provide a sense of purpose and direction, especially during tough times.
The first thing they teach race car drivers is to focus on the road, not the wall. If you focus on the wall, you will run right into it. In business, you must focus on where you are going, not what you hope to avoid.
“The Struggle” is an inevitable aspect of leadership and can also be a source of growth and development. By embracing the challenges and learning from them, leaders can emerge stronger and more resilient.
What I really like about Horowitz’s book is how the themes and lessons align with several principles of game theory, particularly in the context of strategic decision-making and leadership. By understanding the strategies, incentives, and potential outcomes of different choices, a leader can more effectively navigate the challenges of their role.
Though it may seem blunt, the saying “It isn’t personal, it’s just business,” holds true without oversimplifying complex interpersonal dynamics.
Embracing the lessons from games, or as I prefer to look at it—sports, strategic thinking, collaboration, adaptability, and learning from mistakes—can truly help businesses thrive in an ever-changing landscape.
Leaders who can skillfully balance human complexities with business outcomes while drawing strength from their struggles and maintaining a clear focus on their mission stand a better chance of guiding their companies to success and their teams to victory on the golf course.
