According to the Bureau of Labor Statistics, the median tenure for employees in 2020 was around four years. That’s why it was such a treat to hear John Flint, former Group CEO of HSBC, share his career and leadership lessons during a fireside chat for the Wharton Club of NY. John spent his entire 30-year career with HSBC, where he worked in nine different countries and rose from an entry-level role to the top spot of this Fortune 100 firm.
When asked about the drivers for his career success, John highlights these three key elements:
1. Find an organization that aligns with your values
John’s values and those of HSBC aligned perfectly and, that, according to John, fueled his career success. Whether it was his conservative stance toward risk or the importance of doing something bigger than oneself, John felt this cultural fit allowed him to focus fully on his work. He advises anyone joining a new organization to closely observe the organization’s behaviors to make sure it matches the values it states and that those values match your own. Most organizations will have great-sounding values but do their senior leaders stay consistent with those values during difficult times? Do they defend people as they promise? Will they turn away business for the right reasons?
2. Run towards problems
When reflecting on his early career, John recognized his interest in tackling the bank’s most challenging issues when others tended to shy away from them. He noted that his interest and aptitude in dealing with difficult problems helped him attract mentors who took him under their wings. When asked how best to land a mentor, John recommends that you keep your focus on your own performance. Strong performance in itself will catch the right people’s attention. Leaders invest in you when they see your potential and drive to succeed. Of course, the personal chemistry between you and them counts too! Finally, if your organization has a formal mentoring program in place, John recommends actively taking advantage of it.
3. Capitalize on luck
John, the humble leader that he is, acknowledges the role of luck in his career. He reached the top because he was in the right place at the right time on several occasions. At the same time, his work ethic allowed him to showcase his skills when the right opportunities arose. When asked about navigating corporate politics, John highlights the importance of recognizing that we are all part of a politicized situation (“You aren’t stuck in traffic. You are traffic.”). He recommends analyzing how incentives work in your system especially if you feel like the system is political in a way that is not helpful. Once you understand the incentives, it may become clear why people are doing what they are doing.
In addition to the drivers for his career success, John also discussed the leadership lessons he learned at the helm of HSBC.
On Leading a New Team
For any new leadership role, John suggests that you start with listening. Let the people in your new group know that you want to hear what they have to say and create an environment where they can be candid with you. These conversations will help you best diagnose the situation as you formulate your plan forward. Also, if you’re feeling nervous about your new role, keep in mind that the people who report to you are likely feeling even more anxiety. Show empathy for your people, especially during this transition period.
On Managing a Crisis
Despite the work and stress that comes with handling a crisis, John recalls one of the most significant lifts in his career came after he successfully navigated his organization through a crisis. He believes a crisis accelerates your growth as a leader because you must make more decisions in a shorter amount of time. When asked how he deals with a crisis, John suggests viewing it as a series of waves. “You take the hit from the first wave, get your head back above water, and brace for the second wave.” As a leader, John emphasizes the importance of psychologically preparing your team to focus on the incoming waves rather than spend too much time trying to get back to the way things were. To stay resilient during tough times, John relied on trusted individuals in his professional and personal networks to share what he was going through. Lastly, as a leader, no matter how difficult the situation, you should always have a view on what to do.
On Working for “Bad” Leaders
If you’re working for a leader you don’t respect, John advises that you not worry too much about it. He emphasizes, “Good leaders teach you how to be, and bad leaders can teach you how not to be. As you build your own leadership skills understanding this can help you learn from any boss – whether you respect them or not.”
When asked about his selection criteria for his executive team, John looks for the following qualities:
- Integrity – will they make the right decision when no one is looking?
- Willingness to learn – do they keep striving to be better every day?
- Impact on others – when the person enters a room, is the room energized or deflated? How do they treat people when under pressure?
John adds that he’s personally drawn to people who are both brilliant and humble. Two red flags: First, when a person’s brilliance impacts others negatively. Second, overly selfish behavior. Once someone shows they are no longer willing to serve something bigger than themselves, John will likely start planning for a change.
On Understanding Your Value
John emphasized that most people can readily answer how much money they’ve made that fiscal quarter. Yet, few people can answer how that money was made. John advises leaders to be curious and thoughtful about understanding how they and their enterprise make their money. He recommends that you know it well enough to explain it clearly to a ten-year-old. By recognizing the ways you truly add value to your organization, you will know where you stand and come up with ways to become more valuable.
John wraps up the fireside chat with his leadership philosophy,
“A leader’s most profound responsibility is to create the best possible environment for the people they are leading so they can fulfill their potential and do the work that they need to do.”
For any Wharton Alums who would like access to the full recording of this fireside chat, send a message here.
