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The Young Genius and the Mentor
Like many bright young professionals, I was once deeply impressed with my own intelligence and ability to see what others were doing wrong. As a Ph.D. student, I was working on a consulting project for the city of Los Angeles under my dissertation advisor, Dr. Fred Case. Dr. Case was not only a UCLA professor but also the head of the LA City Planning Commission—a man I sincerely respected for his work in improving the city.
One day, Dr. Case, usually upbeat, seemed annoyed. "Marshall, I am getting feedback from City Hall that you are coming across as negative, angry, and judgmental," he said. "What’s going on?"
The "Stunning Breakthroughs" of a Critic
I launched into a rant about government inefficiency, giving examples of how taxpayer money was being wasted, convinced that if the leaders would just listen to me, the city would be a much better place.
"What a stunning breakthrough!" Dr. Case said sarcastically. "You, Marshall Goldsmith, have discovered that our city government is inefficient! I hate to tell you this, Marshall, but my barber figured this out several years ago."
Undeterred, I pointed out favoritism toward rich political benefactors.
He laughed. "Stunning breakthrough number two! You have discovered that politicians may give more attention to their major campaign contributors. My barber has also known this for years. We can’t give you a Ph.D. for this level of insight."
He then said, "I have been working at City Hall for years. Did it ever dawn on you that even though I may be slow, perhaps even I have figured some of this stuff out?"
The Choice: Critic or Contributor?
Dr. Case’s point was clear. My attitude was becoming a liability. "Marshall, you are becoming a pain in the butt," he stated plainly. "You are not helping your clients, me, or yourself."
He gave me two options:
- Option A: Continue to be angry, negative, and judgmental. If I chose this option, I would be fired.
- Option B: Start having some fun. Try to make a constructive difference in a way that is positive for me and the people around me.
"Life is short," he concluded. "Start having fun. Which option will you choose?"
I laughed and chose Option B. It was a turning point.
The Mark of a Real Leader
It doesn’t take a genius to figure out that things aren’t perfect or that people are often self-interested. Most people already know this. The real mark of a leader isn't the ability to point out what's wrong; it's the drive to make things better. Dr. Case helped me become a better consultant and have a better life by teaching me this lesson.
A Challenge to You
Think about your own behavior. Are you using your talents and insights to improve things with a sense of joy and enthusiasm? Or are you spending too much time as an angry, judgmental critic?
Furthermore, consider the people around you. If a family member, friend, or co-worker is acting as I did, are you simply getting annoyed, or are you trying to help them? Give it a try. You might just change their story. '''