ESCALATING THE ISSUE TO SENIOR LEADERS

After I learned that the company was going to pay $100 million for an acquisition candidate, even though my analysis showed that we should spend no more than $75 million, I felt obligated to escalate the issue to senior leaders. Otherwise we were in danger of overpaying. Because of the thoroughness of my analysis, and the input I sought from others, I had the true self-confidence to take the issue to the CEO.

I knew the CEO often went to the company cafeteria at seven o'clock each morning. One morning, I was there when he walked in. I introduced myself, explaining that I was in the business development department and had done the analysis of the acquisition candidate. He didn't know who I was, but he was willing to listen to what I had to say.

“I love that company,” the CEO said of the acquisition candidate.

“I know you do,” I replied, “and it's certainly an interesting firm. But I understand that we're going to pay $100 million for it.”

The CEO looked at me for a moment. “So how much do you think it's worth?”

“I can't come up with a valuation of more than $75 million,” I told him.

“Well, if you can't come up with a valuation of more than $75 million, why are we paying $100 million?” the CEO remarked.

Exactly, I thought to myself.

As a result of our conversation, a meeting was held with senior management, my boss, and me. We ended up not making the acquisition because we could not justify the $100 million asking price for the company. As it turned out, it would have been a major mistake for our organization to buy that company for an inflated price.

I learned two things from that experience. First, when someone says, “This is what ‘those guys’ want,” it is critical to determine if the bosses really understand the implications of their decision. Second, not all leaders are one of “those guys.” The CEO I spoke to that day certainly wasn't one of those guys who made decisions without other people's input. He was truly self-confident, willing to solicit the opinions of others, including a junior manager, because he realized that maybe I had discovered something that was important to making the best decision. He was focused, not on being right, but rather on trying to do the right thing. He earned my respect and loyalty from that day forward.

I have been asked by colleagues over the years how a person could be willing to walk away (or risk being fired) and still be committed to the organization. I believe that if you have the true self-confidence to put your career on the line in order to do the right thing, you are going to have a much bigger impact on the company than if you take the easier route of keeping your head down and your mouth shut. In fact, you have to be incredibly committed to the company and its best interests to put yourself on the line like that. Why else would you do it?

I realize that speaking up and challenging your superiors is not easy. When you have a mortgage, car payments, and other financial obligations, you might be tempted just to appease the boss and protect your job. But that's not being truly self-confident. As a leader striving to influence others positively, you must rely on your true self-confidence, along with self-reflection and balance, to guide you. If you do, you will be able to reflect on an issue and ask yourself, “If this were my company, what would I do?” By the way, it is your company. For you to have the greatest possible impact, you should take ownership of everything that goes on in your organization.

True self-confidence will empower you to speak up when you know that it is the right thing to do, and to share your opinions when you know they matter. Even if you end up walking away and leaving the company, you'll know you did the right thing. Speaking up was far better than being acquiescent. You can get another job, if necessary. Most likely, though, you will not have to leave. Instead, you will be able not only to stay but to have the opportunity to make a far greater impact on the company than you ever imagined.

As I experienced in my career, when you have true self-confidence, you know that you add value, and you have a sense of self-worth. You know that your opinion counts. The more you demonstrate this self-knowledge, the more it gives you confidence. You accept that it is your responsibility to give the organization the benefit of your knowledge, expertise, and opinions.