Robert DuVall (Bob to those who want to sound like they know him personally) delivered an A+ performance as Don Vito Corleone’s consigliere Tom Hagen in The Godfather. Hagen was a lawyer with a special practice – he only had one client. While I would never condone violence, and certainly do not advocate misplaced equine heads as an effective means to negotiation, there is much to be learned from the advisement provided by Hagen.
First, know that “Tom was not a wartime consigliere.” This runs counter to the stigma all consiglieri (plural) are focused on achieving brute force advancement of the family’s interests. Instead, there are strategies to be devised and executed upon while not in direct territorial conflict. Segue to the more legitimate business world, where we now have the benefit of not only leaving the violin case at home, but a growing culture of healthy vulnerability that has reached the tallest of ivory towers.
Strategic advisers engage in various methodologies. Similar to Hagen, some are intimately aware of internal dynamics and trends, offering counsel to their CEO on major decisions, planning and alliances. Closed door conversations are about preparation ahead of critical communications, and serve as validation of the strategy while also reducing the likelihood of adverse outcomes due to fringe threats.
Other “C Suite Consiglieri” (TM pending) resemble a more classic therapist, and perhaps even hold a degree like Wendy Rhodes of Billions fame. Her credentials as psychiatrist amplify her role as performance coach to the high-powered “fictional” head and traders of Axe Capital hedge fund. These increasingly more common advisers are carefully selected and adept at going deep into the mental folds of high performers.
They work to untie the knots of abnormal behavior and limiting logic, while empowering individuals and teams to ascend whatever metaphorical mountain is ahead in their journey.
Different still, some consultants straddle not only strategic responsibility, but are engaged on the leadership team – with direct reports and staff. This form of retained advisement is more rare due to the complexity of such roles, however truly aligned their interests may be. In these instances, advisers present as wise counsel in the executive suite, while also helping operationally through management channels.
Methodologies also vary and have considerable impact on the effectiveness of a particular engagement. Some rely heavily on psychometric assessments to identify capacity and limitations of key personnel in a more data-driven format. Others leverage their keen observational skills to plot the cast of characters out during their private consulting sessions. Some advisers prefer a more direct approach with clients, making statements and toeing the line of directing action. Finally, others deploy a more Socratic method, utilizing inquiries and prompts to help the client arrive at their own conclusions.
Il Punto: Under all scenarios, there must exist a common vision and bond of trust between adviser and client. Values, ethics, and personal beliefs factor in the early analysis of who might provide such services most effectively. Opposing perspectives may offer early balance and diversity, but over time they could morph into points of contention.
Extra care up front in the selection process helps identify advisers capable of striking the delicate balance between healthy diversity of thought, and damaging conflict of opinion.
For further contemplation:
- Who are the people in your immediate circle with “soft ears and buttoned lips?”
- What counsel have colleagues provided that has been effective and guided you through tough decisions?
- How might a strategic adviser, or consultant, improve your ability to perform at a high level?
- What is the likely result of continuing to go at it solo?
Image attached, credit to: The Godfather & Paramount Pictures.
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