Elites

Can You Rise to the Top Without Losing Your Soul?

Douglas Board

• Publisher: Eye Press
• Year: 2021
• Print ISBN:
  9781785632228
• eBook ISBN:
  9781785632235
• Topic: Personal Development
• Subtopic: Careers

CAN YOU RISE TO THE TOP WITHOUT LOSING YOUR SOUL?

Across the world, key decisions are made by tiny coteries of political and business leaders. With enough talent, elan and hard work, any of us can join them – so we are told. Follow key rules: be transparent; defer to bosses and clients; take responsibility; feedback is everything. Understand these and the world is our oyster.

But is it? Decades of working with leaders have shown headhunter, executive coach and former NGO chair Douglas Board that it may not be. Many would-be leaders and senior managers fall into traps which block their rise and undermine their self-esteem.

Elites outlines those traps and shows how best to avoid them. Armed with this knowledge, you may want to use it and join the top tier. However, it may also make you reconsider. Knowing how elites work, do you still want to join them? Or can you find ways to change them?

In this authoritative, ground-breaking guide, Board suggests that true fulfilment demands an adventure into the unknown inside ourselves: why do we seek what we seek? Prepared to be surprised.

Glossary

Meritocracy

An organisation, professional field or wider group activity in which the opportunity to advance is open to all and based on hard work, learning and results. ‘Advance’ means rising in peer respect, being offered prestigious opportunities or being appointed to senior positions.

Elites/wizards

The top tier of individuals within a meritocracy: the elite is the group, its members are wizards. In an organisation, this is its pre-eminent executives; in a freelance activity it is the players most admired by their peers; in a sales activity it’s ‘rainmakers’ – magnets who attract enough business to pay for many salaries.

Glass ceiling

The boundary between wizards and the tier below them. The boundary is hard to see. On crossing it, the ‘rules of the game’ change in an undeclared way.

Muggle crust

The tier below wizards in a meritocracy; the senior executives who most often bump into the glass ceiling. This tier hides some of the best leaders, managers and professionals, but the muggle crust mindset encourages the belief that they belong where they are, and that wizardry is not for them. They are this book’s hidden heroes.

Muggles

The large group of grafters in a meritocracy who have climbed a few rungs of the ladder but not got to the top. The lowest muggles are quite junior, but not the bottom of the heap. Through hard work, loyalty, commitment and luck, they might advance.

Muggle badges

Things which, without the wearer’s knowledge, identify him/her as a muggle to wizards, ie, ‘not one of us’. Part of how the glass ceiling works.

Artisans

Players whose engagement in an activity carries no special authority or prestige; frontline workers, the largest group in a meritocracy.

Princelings

Players in a meritocracy at least one of whose parents is a wizard. Even if princelings start at entry level, they may benefit from their parent’s connections.

Pixie dust

One of the things the muggle crust needs to become wizards; introductions by wizards to other wizards and help in establishing their profile.

Power

Usually understood as what enables you to get more of what you want. Typically, ‘what you want’ is left unexamined, which can be dangerous to your soul.

Soul

What to you is most special about being human.

Introduction

This book is about magic. Magic is about illusion, and standing in the wings is a small group of people who are admitted into the secret. In this book Douglas Board is going to admit you into the secret of the magic of elites: the trick by which we give too much respect to a small group of people who believe they deserve it.

Exposing a magic trick can be done in a few different ways; Douglas wants to do it in a fun way. You are more likely to enjoy the ride, and stick with him to the end, even though in a few places your brain might hurt (because the ideas are difficult, not because they have been poorly explained).

So, welcome inside our theatre. While you wait for the show to start, you see a few curious objects on stage (the glossary). Then an MC comes on and makes an introduction. The MC can’t be a famous person because famous people might be tricksy wizards. What’s needed is someone who can’t bear bullshit – that’s me. So maybe the show isn’t bullshit either.

Let me introduce Douglas. I went to him for coaching after hitting a wall at work. He helped me see that I could play the game differently, and that if I chose to I could not only rise, but thrive. He will start with a true story about something as rare as a white hippo (the righteous departure of the CEO of a top-fifty company). As he tells that story you will sense who he is, why he is on stage and above all, his motivation for what he is writing, which is in part memoir. Something about empowerment, justice for hidden heroes, and happier individuals in a better society. But at this stage these are suggestions we glimpse, rather than grasp fully.

Then the show proper begins. Part Two is a series of lessons which reveal meritocratic elites – who they are, what they are and how to survive them – by unpacking their magic tricks. Then comes Part Three, in which Douglas tells us that the exposé in Part Two unleashes a Pandora’s Box of big questions, questions which go to the heart of what it is to be an ordinary human being, hungry for respect and happiness. Because the secret of elites is that they are surprisingly ordinary. And what that means for me and you – wherever we see ourselves and wherever anyone else sees us on the spectrum of ordinary to elite – is that the answers may strike close to home.

Go on, get the popcorn. Enjoy the show.

Jo Hill
Director, financial regulation

The room where it happens

The sound of hubris shattering can be very satisfying, even if you are not in the room where it happens. Henry was the CEO of one of Britain’s top fifty employers. When top bosses get axed, they usually reappear in another boardroom near you, but this time was different. It began like this:

Henry’s No. 2 and chief of operations quit for greener pastures, leaving a gaping hole which would take recruiters months to fill. Henry needed an existing member of his senior team to hold the fort – to carry on doing their own job and run operations as well. He picked Katharine, his finance director and one of the people I was coaching.

What followed for Katharine was a year of 5-9 days (that’s 5am to 9pm) and weekends with no time for her kid. But she was a corporate hero. As a No. 2, cheer-leading and making her boss look good came naturally. At the same time, she led her organisation’s daily fight for survival and profit. Success and failure were measured in decimal points of margin and market share. For working both jobs, her reward was a temporary ten per cent salary hike.

Come the end of the year, she inducted the new hire ‒ a man who had spent most of the previous twelve months on ‘gardening leave’. When he arrived at Henry’s company, he was paid more than Katharine’s hiked salary. It was said of Fred Astaire and Ginger Rogers that Ginger did everything Fred did, but backwards and in high heels. To which we can add ‘and got paid less’.

But look, Henry did say thank you. He told Katharine to expect a special bonus. The company was no bank so the bonus wouldn’t be Lamborghini-sized, but it was the thought that counted. When the time came but nothing arrived in her bank account, Katharine asked the relevant salary administrator (many grades her junior) if the money had been delayed. ‘No,’ was the puzzled reply. ‘You can’t be getting a special bonus, because Henry hasn’t given you a top performance marking.’ The company’s rule was crystal clear: employees had to be classed as top performers in order to get any special bonus.

Katharine was shocked; so was I when she told me. Pretending for a few weeks to pay a bonus and then not delivering was as pointless as it was mean. When confronted, Henry pushed the blame upstairs, to the remuneration committee of the board of directors. This was equally pointless: in little more than a day Katharine established that the committee had not changed Henry’s recommendation. Some weeks later Henry departed to spend time with his family. In reality, he had been told to go. Many factors were involved – the performance of the business as a whole was far from stellar – but Henry had misjudged things badly. The directors knew Katharine better and trusted her more than Henry had realised.

When justice got done – when the directors spoke to Henry and when the dishonesty stopped – I wasn’t in the room. Metaphorically speaking I was holding Katharine’s towel in the corridor outside. The sound of shattering hubris was no less gratifying for that; in corporate life you don’t hear it often. While my coachee fought her own fights, the time we spent together helped her first to see, and then have confidence, that the world at the top works a bit differently than she thought; that she had more power than she realised. I was also able to help her think through her options and consider what kind of person she wished to be.

If you are a senior executive like Katharine, being loyal and taking responsibility can put you at risk. You need a survival guide. So Part Two of this book lays out my best shot at how the top levels of organisations work, demonstrating how you can survive and thrive as a senior executive with your principles intact.

However, lifting the lid on corporate summitry brings to the front a hornet’s nest of big questions. If the pattern described in Part Two is true, what drives it? How wide does the pattern spread? Why bother aspiring to the top? Could we organise the world differently? In Part Three, I chase down these questions, which have everything to do with the ordinary humanity all of us share.

Regardless of your ambition or position, Part Three could prompt a change in how you perceive your own life. Writing it certainly did that for me. Let’s think again about how the words ‘room’ and ‘corridor’ appear in my telling of Henry and Katharine’s story.

Who hasn’t, as the musical Hamilton puts it, wanted to be in ‘the room where it happens’ – in a place of influence and proximity to important decisions? Being a recruiter gave me that chance when critical hiring decisions were made. Eventually I stepped outside the meeting rooms of the powerful to see other places and do other things. I did not know where I would end up, and made the change with mixed feelings. I put those feelings into a soundtrack for my leaving party: the surging energy of the Waterboys’ ‘That Was The River, This Is The Sea’ embraced the future while Billy Joel’s ‘Say Goodbye To Hollywood’ lingered wistfully on the past.

Writing Part Three of this book turned my understanding upside down. What happens in the rooms of the powerful will always deserve respect, because they can do the rest of us much good or ill. A wider range of people should be able to get into those rooms and make decisive contributions. But while the rooms of power may be splendid, who says that the rest of us are living in corridors? I did; I told myself that; I said it because it was obvious.

It was also wrong. If the point of Part Two is to put unsparingly in view the ordinariness of extraordinary people, Part Three tries to put equally in view the extraordinariness of ‘ordinary’ people. Unleashing the extraordinariness of ‘ordinary’ human beings happens one person at a time. Being a coach lets me be the lucky one in the room when that happens with my coachees. Perhaps this book will let me be in the room where it happens with you.

How this book works

Each section of this book is marked with one of three symbols. The first represents a detective story of ideas. Magic works by leading us to take as obvious something which isn’t true. To unscramble our thinking, we will follow closel...

Table of contents

• PART ONE: A Guide to the Survival Guide
• PART TWO: The Senior Executive's Survival Guide
• PART THREE: Big Questions
• END NOTES: Reviewing the Climb