ColumnistsApr 13, 2022
Squirrel Spotting: Johnny Cash Was a Salesman ColumnistsApr 26, 2022
Squirrel Spotting: Leadership, and Why We Might Be Getting It Wrong
Peter Smith shares thoughts on the importance of empathy, being honest, investing in employees, and avoiding groupthink.
Peter Smith is an industry consultant, speaker, sales trainer, and author. He can be reached via email at TheRetailSmiths@gmail.com.
I’ve given a great deal of thought recently to the concept of leadership.
I’ve been close enough to decisions, both made and not made, over the years and as the merry-go-around continues on its often-less-than-merry way, what is painfully obvious is that many companies don’t give nearly enough thought to the essential makeup of leadership before making important decisions.
The process of who goes in, who goes out, and who does or does not ascend to key leadership positions is a remarkably flawed process, often driven by gut instinct and perceived capabilities, rather than thorough due diligence.
Perhaps the best evidence of the culture of questionable hiring for top roles might be the scientific evidence (Dr. Helen Riess, “The Empathy Effect”) that there’s an inverse relationship between power and empathy.
In short, unless there exists a bias towards psychopathy in leadership, companies are, to a great extent, getting executive hires wrong.
So, if it is true that the prevalence of leaders possessing psychopathic tendencies is more by default than design, what should the most important attributes be when looking for a leader?
I’ll start with the aforementioned empathy. It is incomprehensible to me that a leader can inspire and engage their team if said leader doesn’t care about their people.
High leverage and low empathy is a combination that might work in the short term, but it won’t help build and sustain a committed team.
Without empathy, I cannot imagine how a leader can demonstrate the humility to accept that they do not have to have all the answers, that they can, in fact, engage with their teams to work collaboratively toward finding solutions.
The second point is that leaders need to be personally accountable for company results.
I’ve occasionally quoted the German economist Eric Gutenberg in thinking about what should be the North Star for any business.
He said, “No business has ever died from turning a profit.” It’s hard to argue Gutenberg’s sentiment. I mean, if a business is not profitable, what is the actual point?
The third point I will make is that leaders should be more impressed by the work and less so by the title itself. The greatest privilege of being a senior leader ought to be the opportunity it affords to do great work.
The higher the title, the less obstacles one ought to have in getting things done. The position should never be an end unto itself.
Related stories will be right here …
I’ve been close enough to decisions, both made and not made, over the years and as the merry-go-around continues on its often-less-than-merry way, what is painfully obvious is that many companies don’t give nearly enough thought to the essential makeup of leadership before making important decisions.
The process of who goes in, who goes out, and who does or does not ascend to key leadership positions is a remarkably flawed process, often driven by gut instinct and perceived capabilities, rather than thorough due diligence.
Perhaps the best evidence of the culture of questionable hiring for top roles might be the scientific evidence (Dr. Helen Riess, “The Empathy Effect”) that there’s an inverse relationship between power and empathy.
In short, unless there exists a bias towards psychopathy in leadership, companies are, to a great extent, getting executive hires wrong.
So, if it is true that the prevalence of leaders possessing psychopathic tendencies is more by default than design, what should the most important attributes be when looking for a leader?
I’ll start with the aforementioned empathy. It is incomprehensible to me that a leader can inspire and engage their team if said leader doesn’t care about their people.
High leverage and low empathy is a combination that might work in the short term, but it won’t help build and sustain a committed team.
Without empathy, I cannot imagine how a leader can demonstrate the humility to accept that they do not have to have all the answers, that they can, in fact, engage with their teams to work collaboratively toward finding solutions.
The second point is that leaders need to be personally accountable for company results.
I’ve occasionally quoted the German economist Eric Gutenberg in thinking about what should be the North Star for any business.
He said, “No business has ever died from turning a profit.” It’s hard to argue Gutenberg’s sentiment. I mean, if a business is not profitable, what is the actual point?
The third point I will make is that leaders should be more impressed by the work and less so by the title itself. The greatest privilege of being a senior leader ought to be the opportunity it affords to do great work.
The higher the title, the less obstacles one ought to have in getting things done. The position should never be an end unto itself.
The next area of importance is to tell the damn truth. No organization is better for having the leader mislead or obfuscate what the goals and challenges are.
Mats Alvesson and André Spicer wrote in “The Stupidity Paradox” that, “We tend to go out of our way to ignore crucial information when the results might be disturbing or not in our best interests.”
It’s OK, even advisable, to establish stretch goals to drive a team to peak performance. And being conservative about costs and expenses is not a bad place to be.
It is not OK, however, to pretend that sales and/or cost controls will happen that are patently false, designed for short-term and self-delusional optics, while undermining organizational credibility, both internally and externally.
The next point is that a leader ought to be a storyteller.
They should set the direction for the organization and consistently articulate and underscore that message at every opportunity.
This requires transparency about what is important, and clarity about what is not important, so the latter does not unnecessarily consume resources that could be deployed to the most important projects, the biggest rocks.
When Inc. magazine asked 600 companies to estimate the percentage of their workforce who could identify their company’s top three initiatives, the executives predicted that 64 percent would be able to do so.
In reality, only 2 percent could name them. That disconnect is anathema to effective leadership.
Micromanaging might be one of the most insidious forms of leader psychopathy, and the arrogance of believing you have all the answers has a short shelf life and predictable consequences. It is galling how often leaders hire the right people for the most important positions and then tell them how to do their jobs.
A close relative of leaders believing they have all the answers is groupthink.
Research shows that insidious practice has about 75 percent of employees going along with something they don’t believe in because the culture of the organization does not welcome healthy debate or tolerate constructive dissent.
You simply cannot have necessary debate and discussion in an environment where a leader believes they are always right.
In their groundbreaking book, “Getting To Yes,” Roger Fisher and William Ury wrote: “The more seriously you disagree with someone, the more important it is that you be able to deal well with that disagreement. A good working relationship is one that can cope with differences.”
A culture that prizes fighting and uniting is more apt to illicit the best of its team collectively, and to engender the sense of psychological safety essential to learning and growth.
In his book “The Messy Middle,” Scott Belsky wrote that the job of a leader is to “challenge peace as a default. Create an environment where people can withstand and fight and engage in friction as it arises.”
Another key area is to invest in your people beyond the obvious and trite, “we pay them well; they should knuckle down and do their jobs.”
Employees expect to be challenged and engaged. They want to learn and grow. If you don’t invest in their education, another employer will happily take up that role at your expense. Have a plan for your people and include them in the conversation.
Sales is a meritocracy, not a democracy. There will always be a continuum of talent—and I mean talent, not experience—and compensation, customer allocation, and prospecting opportunities ought to reflect that reality.
Employees expect to be challenged and engaged. They want to learn and grow. If you don’t invest in their education, another employer will happily take up that role at your expense. Have a plan for your people and include them in the conversation.
Sales is a meritocracy, not a democracy. There will always be a continuum of talent—and I mean talent, not experience—and compensation, customer allocation, and prospecting opportunities ought to reflect that reality.
“Nobody expects the leader of an organization to be perfect. You are, however, expected to be authentic, warts and all.”
Believing all your salespeople should be treated equally, whether with customer allocation or compensation, is to reveal a fundamentally flawed view of sales. As in sports, your best people should take the most important shots.
Nobody expects the leader of an organization to be perfect. You are not expected to know everything, or to be immune from tough days, mistakes, or missteps. You are, however, expected to be authentic, warts and all.
Francesca Gino wrote in “Rebel Talent” that, “People can tell when we are being inauthentic. In fact, they register that inauthenticity in their bodies. When someone hides his feelings, those who interact with him experience a rise in blood pressure. The psychological response helps to explain our discomfort around people who seem fake.”
We deserve better.
More on Columnists
The Latest
Supplier BulletinMay 22, 2025
How to Put Natural Diamonds Back in the SpotlightSponsored by GCAL by Sarine
CrimeMay 22, 2025
NY Jeweler Sentenced in Shoving Death of Colleague at IJO ShowDavid Walton will serve three years’ probation after an incident in a hotel bar led to the death of West Virginia jeweler David Ettinger.
FinancialsMay 22, 2025
Watches of Switzerland’s Full-Year U.S. Sales Climb 14% The retailer also provided an update on how the tariffs situation in the U.S. is affecting its business.
Brought to you by
Las Vegas Antique Jewelry & Watch Show: Showcasing the Most Collectible Merchandise from Across the GlobeGain access to the most exclusive and coveted antique pieces from trusted dealers during Las Vegas Jewelry Week.
IndependentsMay 22, 2025
Adeler Jewelers Celebrates 50 YearsThe family-owned jeweler in Great Falls, Virginia, will be celebrating its golden jubilee with a year’s worth of events.
Weekly QuizMay 15, 2025
This Week’s QuizTest your jewelry news knowledge by answering these questions.
Events & AwardsMay 22, 2025
Jose Hess Design Awards Announce JudgesThe nonprofit elected five judges who will decide the winners of its design competition.
MajorsMay 22, 2025
MJSA Releases 2025-2026 Buyer’s GuideThis year’s edition includes articles on the favorite tools of notable designers, evaluating when to outsource production, and more.
Brought to you by
Watch: The Winston Red: GIA Examines the Smithsonian’s Newest AdditionSupplier Spotlight Sponsored by GIA
CollectionsMay 21, 2025
Bulgari Highlights Its Colorful Past in Phenomenal ‘Polychroma’ CollectionThe jeweler’s high jewelry collection features extraordinary gemstones, like a 241.06-carat emerald and the world’s fourth-largest spinel.
MajorsMay 21, 2025
Beyoncé Dons Brilliant Earth Necklace During Cowboy Carter TourThe bolo tie necklace is inspired by “Queen Bey” and set with a nearly 15-carat black diamond.
SourcingMay 21, 2025
Gem Legacy Expands Advisory CouncilThe nonprofit focused on mining communities in East Africa has added three new members to its advisory council.
MajorsMay 20, 2025
Annie Doresca to Lead DCA as New CEO, PresidentCurrent Diamond Council of America President and CEO Terry Chandler is set to retire in January 2026.
FinancialsMay 20, 2025
QVC Group to Voluntarily Delist from NasdaqThe company's Series A shares will continue to trade following a reverse stock split while its Series B shares will be delisted.
IndependentsMay 20, 2025
Luis Morais Opens Flagship, Launches Collection Celebrating 25 YearsThe “Inner Journey” collection debuted as the brand celebrated its 25th anniversary, with designs inspired by Morais’ journey.
MajorsMay 20, 2025
Tanishq Opens Seventh U.S. StoreTanishq is expanding its presence in the United States with a new store in Santa Clara, California, which is its largest in the country.
FinancialsMay 19, 2025
Jewelry Sales a Standout for Richemont in 2024Sales for Richemont’s four jewelry brands increased 8 percent, while watch sales picked up toward the end of the year.
Events & AwardsMay 19, 2025
NAJA Opens Scholarship Applications for 2025Two scholarships are available, one for new and non-members and another for NAJA certified members.
IndependentsMay 19, 2025
Day’s Jewelers to Open Ninth LocationThe retailer’s new flagship is set to open in October at the Tuscan Village development in Salem, New Hampshire.
SourcingMay 19, 2025
State of Colored Stones: The Big Three in the Modern WorldSapphires, emeralds, and rubies are finding their place in a U.S. market captivated by the gemstones once referred to as “semi-precious.”
MajorsMay 16, 2025
Saks Fifth Avenue, Amazon Partner on Luxury Online StorefrontPlus, parent company Saks Global announces plans to cut ties with up to 600 vendors.
Recorded WebinarsMay 16, 2025
Watch: Physical Retail Is Not DeadPeter Smith joined Michelle Graff to chat about the state of brick-and-mortar stores and share a few book and podcast recommendations.
CollectionsMay 16, 2025
Piece of the Week: Tejen’s ‘Candy Bowl’ Torque NecklaceThe necklace features a candy-colored Australian white opal in 18-karat Fairmined gold, as the brand was named a Fairmined ambassador.
Supplier BulletinMay 15, 2025
Treasure Hunting at the Las Vegas Antique Jewelry and Watch ShowSponsored by the Las Vegas Antique Jewelry and Watch Show
AuctionsMay 15, 2025
'The Mediterranean Blue' Diamond Sells for $21M at Sotheby’sA private American collector purchased the 10-carat fancy vivid blue diamond.
CollectionsMay 15, 2025
Jessica McCormack’s ‘Fruit Salad’ Collection Is Fresh for SummerThe designer has taken the appeal of freshly picked fruit and channeled it into a capsule collection of earrings, necklaces, and pendants.
SourcingMay 15, 2025
Tariffs Take Toll on India’s Gem and Jewelry Industry in April The country’s gem and jewelry exports fell 5 percent year-over-year last month, while imports declined 18 percent.
Policies & IssuesMay 15, 2025
State of Retail: How to Better Serve Customers With DisabilitiesAround 54 million Americans and counting live with a disability. Here’s how to make your jewelry store and website more accessible.
