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     In the 1950s IBM looked much different than it does today.  Back then they produced punch card systems.  Exciting stuff…

     In fact, the company repeatedly rejected developing computers because the CEO at the time, Tom Watson Sr., thought them overpriced and unreliable.

     In 1952 Tom Watson Jr. took over as President of IBM.  Under his leadership the company went from $275M in sales in 1952 to $734M in 1956.  That’s a 267% increase in just four years!

     In the early 1960s Tom Jr. oversaw a project called System 360 which produced a new line of computers that (for the first time) ran the same software and devices. 

     Fortune magazine called it “IBMs $5 million gamble.”

     The gamble paid off… and revolutionized the computer industry.  It was the catalyst for Tom Watson Jr. to maintain an almost 30% increase in sales for the entire 20 years he was at the helm of the company.

     Watson was famous for his unique vision, not just when it came to making major business decisions, but also with his employees.  One story beautifully illustrates his ability to see things differently:

     A young executive at IBM had made some bad decisions that ended up costing the company several million dollars (a huge sum of money in the 1960s). 

     The employee was called to Watson’s office and upon entering said, “I suppose after all of those mistakes you’ll want to fire me.”

     Watson was said to have replied, “not at all young man, we have just spent several million dollars educating you, I’m certainly not going to fire you now.”

     Watson could have gotten frustrated, angry and fired the young executive.  But what would that have solved?  It certainly wouldn’t get back the millions lost, and Watson knew it.

     Instead of seeing it as a disaster, Watson viewed the mistake as an opportunity for learning. 

     This is the first thing that separates leaders from the pack… they have the ability to look at things through a different set of eyes than everyone else.

     A good leader is one that understands there is little difference between obstacle and opportunity… and is able to turn both to their advantage.

     Thomas Edison personified this concept.  On more than one occasion he was heard saying, “I haven’t failed, I’ve just found 10,000 ways that won’t work.”

     In fact, in 1919 Edison’s office and library (with a great deal of his work inside) were destroyed in a terrible fire.  When asked about the disaster he famously said, “There is great value in disaster.  All our mistakes are burned up; thank God we can start anew.”

     Most people would have been devastated by such an event.  But not Edison, he looked at the catastrophe as an opportunity.

     Of course, employing this type of optimism is easier said than done when you’re in the heat of battle and being pulled in a million different directions.  The good news is that it is a learned behavior.

     Next time you’re faced with adversity take a step back and a deep breath.  Ask yourself if there is another angle you can look at the situation from.  Is there anything encouraging about what happened – or are there lessons to be learned?

     Remind yourself that negativity and hasty reactions aren’t going to lead to positive results.  Getting frustrated will not fix a mistake or motivate an employee to improve.

     The fact of the matter is that good leaders never react… they simply respond.  Employees trust good leaders because they know a good leader will look at issues and challenges objectively and rationally. 

     On the other hand, employees rarely trust, confide in or ask for help from a leader who reacts emotionally or irrationally.

     Think about it.  If you knew that telling your boss about a mistake was going to lead to disappointment, a lecture, an argument or worse… you probably wouldn’t be so quick to do so. 

     And you would be less likely to ask for help that could have prevented the mistake in the first place.

     In fact, you might do everything in your power to cover it up or blame someone else to avoid your boss’s wrath (well, maybe not you… but certainly other people).  That can create a culture of distrust in the workplace faster than Usain Bolt at a track meet.

     So what kind of leader are you?  If you’re unsure, there’s an easy litmus test… 

     Do your employees regularly confide in you and ask for your input or advice (not just about work but about life too)?  Does your team generate new ideas for your business and play a role in implementing them?  Do they take pride in their work and responsibility for their mistakes?

     If you answered yes to these questions, congrats – you’re doing a great job.  If not, perhaps it’s time to make a change in your style.