No matter who wins the Super Bowl, we will all be treated to a demonstration of skills that any CEO (or leader for that matter) finds enviable. Peyton Manning’s real-time read of the structure and intent of the defense, consideration of options, selection of pass receiver and intentional arc of the throw is nothing short of a lesson in leadership.

In a powerful analysis by George Bretherton and Carl Nelson writing in the New York Times today (February 7, 2010), they deconstruct the 2.2 seconds – yes, 2.2 seconds! – Manning takes to work through his decision.

Imagine reaching this degree of craft as an entrepreneur or CEO dealing with a crisis, summoning the senior team, understanding the dynamics of the situation and choosing what should be done and by whom.

How did Manning get to this level? Was it inborn? No. It is through a combination of intense homework, thought experiments, planning and many, many real-time experiences on the field. Manning talked on tv yesterday about how he likes to spend his Saturday night before the big game – studying his playbook and his coaches’ analysis of the other team’s playbook. It is said that mastery comes only with 10,000 hours of practice and learning. I don’t know how many hours Manning has spent, but it must exceed that.

In my role as coach to a CEO, we take a recent challenging event and ask what was their read on the situation, what analogy and knowledge they carried into battle, how they chose to whom to assign what role. Then we apply the learning to an upcoming situation. I am told it sharpens an already well-developed informed gut.

That’s just my view. What’s yours?

Stay tuned for Part II: Super Bowl CEO – How Direct Reports Know What to Do

See New York Times, Sports Section, Page 4, February 7, 2010, available at NYTimes.com by clicking on this URL:

Speed Reading A Defense

Yesterday, in a coaching session with one of my business owners, he made a football comparison that resonates. Over the years, he has had on his team each of the following types of pass receivers:

- someone who is hit by the ball (didn’t see it coming or look for it)

- someone who grasps for the ball and drops it

- someone who catches the ball and stops or is nailed in his tracks

- someone who advances many yards after the reception

If you are the boss, have you evaluated your receivers? Have you given them opportunities outside their official scope? Coached them up a notch? Traded out the ones who do not advance the ball?

If you are on or aspire to be on the senior team, which one are you?

That’s just my view. What’s yours?

Leader Among Leaders: The “Go-To”

Ever notice in a meeting when there is one person who is the “go-to” person when others are stumped or at an impasse? Even if it is not in his or her official domain? What do you notice?

Perhaps you observe that others show great respect for the go-to’s opinion or input. That go-to person is playing the role of thought leader. Perhaps you observe that others turn to the go-to person to summarize the discussion to that point or to resolve an impasse or suggest a compromise. That go-to is playing the role of facilitator. Finally, perhaps you observe the go-to being asked to accept difficult tasks or challenges (on their own or pairing with someone else). That go-to is playing the role of booster resource. Perhaps you observe one person being go-to for more than one role.

Such go-to persons are leaders among leaders. I have seen it in a group of business owners and CEOs. I have seen it on a board of directors. And in meetings of peers who are heads of functions within a company (think: HR, finance, IT, Ops….). These leaders among leaders enjoy a special place in their community. It may or may not be a contributor to their career path success. It is clearly a very desirable reputation.

How do you attain the go-to position? A combination of forethought, listening, taking ownership and follow up.

Forethought: what is this meeting really about? What is the desired outcome? What is the dynamic likely to be and how can I be of service?

Active Listening: what is happening in this meeting? Are we making progress? Is everyone on board? Is there a question I could ask that would move the conversation in the right direction? Is emotion getting in someone’s way? Can I address feelings as well as thinking?

Taking ownership: the meeting is intended to serve a larger enterprise. If I were the chief of the enterprise, what would I want to see happen? What can I do, as a go-to, to make sure that this desired result is achieved? Is it ok to put aside my personal short-term interests and, if so, what can I do for the greater good?

Adopting this pattern has moved several people I know from being seen in their pigeon-hole to a go-to person in the organization. And it is as applicable in not for profits or academe as it is in business.

That’s just my view. What’s yours?