Reed Hastings…Please wake up!

The CEO and co-founder of Netflix, Reed Hastings, appears to be missing his wake-up call. He’s hitting snooze. He’s not listening to any of it.

Sure. He’s brilliant, and a forward-thinking execution-focused visionary. And what an impressive track record until recently! But his failure to listen to customers, and shift gears with them as he drives into the future with them, is ego-driven. He needs to apologize and start partnering with them.

Ever tried to shift gears from first to fifth? Your car will stall. This is essentially what Reed has done. It’s like he saw into the future that his car would eventually get into 5th gear, so why wait? “Fifth gear is the future, so I’m making the future now!” he must have thought. Now Netflix has shifted gears prematurely, and the engine is stalling badly. And Reed Hastings is not taking personal responsibility or apologizing. He’s not asleep at the wheel, but in a sort of trance.

For the sake of your own leadership development, let’s look at his leadership failures through the 5 LASER Leadership perspectives.

Leader

• He’s a very future-focused guy. That’s who he is. But, now he’s losing a grip on where the present reality lies.
• He’s smart, really smart. But, he may think he’s smarter than everyone else, including his customers.
• He sees the trends in the customer data so clearly, but he’s trying to get so far ahead of them, that he’s leaving customers behind.
• He’s driven, and willing to take big risks. But his timing is off and he’s not listening.
• He’s rationalizing his failures, and his ego is in the way. “It can’t be ME who’s to blame” is the tone in his email (below).

Actions

• He’s made some very bold moves recently, by:
• Rebranding Netflix’s DVD service as Quickster.
• Charging twice the amount for those who want what they had before: the option of DVDs by mail and streaming.
• Sending this letter to all Netflix subscribers (below).
• Not apologizing for his errors. (He’s apologized for people’s feelings, not for his actions; see the half-hearted apologies and explanations, or rationalizations,  in his letter below).

Situation

• The customer situation: People want options for how to watch movies. (He’s now limiting those options.)
• They also want a price break if they get both DVD and streaming subscriptions. (He’s not giving a price break.)
• Competitors: Coinstar, their chief competitor, is growing much faster, and focusing on convenient DVD distribution.
• Technology: The shift to streaming is happening for sure, (but much slower than he thinks it is, or should be.)
• The selection of movies via streaming is much more limited than DVD’s.
• These are just the facts of the situation he’s operating within.

Engagement

• What’s Reed’s impact on people? He’s pissing off customers, loyal customers.
• He’s getting negative reactions to the Quickster brand.
• People are frustrated that Quickster and Netflix websites won’t have any integration.
• People have lost confidence in him, and he’s losing credibility further with disingenuous apologies.
• Reactions to his letter (from 25,000+ people on the Netflix blog) show people believe he’s not interested in making things right.
• People don’t feel he’s really hearing them. They feel he knows better, no matter what.

Results

• His recent actions have caused Netflix to miss their projections by 1,000,000 (one million) subscribers.
• Quarterly results are way off.
• The growth rate is dropping dramatically.
• Netflix’s stock is crashing.
• Competitors are gaining ground.

Here’s his half-apologetic (or half-hearted?) email he sent me. Judge for yourself.

—–Original Message—– From: Reed Hastings, Co-Founder and CEO of Netflix <info@netflix.com> To: curt*** Sent: Mon, Sep 19, 2011 3:53 am Subject: An Explanation and Some Reflections Dear Curt,I messed up. I owe you an explanation.It is clear from the feedback over the past two months that many members felt we lacked respect and humility in the way we announced the separation of DVD and streaming and the price changes. That was certainly not our intent, and I offer my sincere apology.Let me explain what we are doing. For the past five years, my greatest fear at Netflix has been that we wouldn’t make the leap from success in DVDs to success in streaming. Most companies that are great at something – like AOL dialup or Borders bookstores – do not become great at new things people want (streaming for us). So we moved quickly into streaming, but I should have personally given you a full explanation of why we are splitting the services and thereby increasing prices. It wouldn’t have changed the price increase, but it would have been the right thing to do. So here is what we are doing and why. Many members love our DVD service, as I do, because nearly every movie ever made is published on DVD. DVD is a great option for those who want the huge and comprehensive selection of movies. I also love our streaming service because it is integrated into my TV, and I can watch anytime I want. The benefits of our streaming service are really quite different from the benefits of DVD by mail. We need to focus on rapid improvement as streaming technology and the market evolves, without maintaining compatibility with our DVD by mail service. So we realized that streaming and DVD by mail are really becoming two different businesses, with very different cost structures, that need to be marketed differently, and we need to let each grow and operate independently. It’s hard to write this after over 10 years of mailing DVDs with pride, but we think it is necessary: In a few weeks, we will rename our DVD by mail service to “Qwikster”. We chose the name Qwikster because it refers to quick delivery. We will keep the name “Netflix” for streaming.Qwikster will be the same website and DVD service that everyone is used to. It is just a new name, and DVD members will go to qwikster.com to access their DVD queues and choose movies. One improvement we will make at launch is to add a video games upgrade option, similar to our upgrade option for Blu-ray, for those who want to rent Wii, PS3 and Xbox 360 games. Members have been asking for video games for many years, but now that DVD by mail has its own team, we are finally getting it done. Other improvements will follow. A negative of the renaming and separation is that the Qwikster.com and Netflix.com websites will not be integrated. There are no pricing changes (we’re done with that!). If you subscribe to both services you will have two entries on your credit card statement, one for Qwikster and one for Netflix. The total will be the same as your current charges. We will let you know in a few weeks when the Qwikster.com website is up and ready. For me the Netflix red envelope has always been a source of joy. The new envelope is still that lovely red, but now it will have a Qwikster logo. I know that logo will grow on me over time, but still, it is hard. I imagine it will be similar for many of you. I want to acknowledge and thank you for sticking with us, and to apologize again to those members, both current and former, who felt we treated them thoughtlessly. Both the Qwikster and Netflix teams will work hard to regain your trust. We know it will not be overnight. Actions speak louder than words. But words help people to understand actions. Respectfully yours, -Reed Hastings, Co-Founder and CEO, Netflix p.s. I have a slightly longer explanation along with a video posted on our blog, where you can also post comments.

So, for those of you who want to LeadPeople effectively, learn what not to do from Reed’s recent failures.

Albus Dumbledore, former Headmaster at Hogwarts School of Witchcraft and Wizardry, said “You fail to recognize that it matters not what someone is born, but what they grow to be.”

Growth is an important aspect of these wise words. We each have enormous potential to be extraordinary, and do extraordinary things.

The significance of choice is also embedded in Dumbledore’s wisdom. We can choose. We have the choice to grow into something great…or like Tom Riddle, something evil. And we can choose to focus on helping others grow and unleash their greatness, or choose to write them off.

Are you focusing on growth? Yours? Others’? Are you choosing to bring out the best in people? How do you help your people grow? And are you truly authentic in your desire to help others?  Can you guide someone through the winding career pathways and help them grow into what they are capable of being?  Can you be brutally honest—yet simultaneously caring—while creating a high impact conversation?

The best leaders feel enriched when coaching others, because they do it with the right frame of mind. They see coaching and feedback moments as gifts. It’s a two for the price of one experience.

To keep coaching simple, real, and enriching, here are three tips:

• Develop an honest relationship.  Just about anyone can develop some sort of relationship with someone, but not everyone is gifted at creating honest relationships.  Candor is truly hard. It takes guts, and requires effort.  It can feel like you’re being mean or hurtful, while others get defensive or feel beat up. Yet, an honest relationship is focused on being kind and candid, where perceptions and truth can be discussed in a future-focused way.

• Ask critical questions.  Honest relationship or not, coaching requires insightful questions and patience.  Most coaching conversations become emotional, whether overtly or under the surface. When critical or negative feedback is given, emotions get involved, and one’s self-concept gets involved. (“Do you not like me? Am I being ignored?  Do other people hate me?  Why isn’t anyone listening to me?”).  Asking questions provides the opportunity to slow the pace, deepen the conversation and develop an understanding around the facts and background.

Some of my (Kelley O’Hara’s)  favorite questions:

• When you say that, what does that mean?  What might it mean to others?
• Can you give an example?
• How did you come to that conclusion?
• What did you do next?  What do you want to do now?
• How can I help you?

These questions serve to clarify the challenges and they prevent more potential for miscommunication. You also have the chance to understand the individual’s thinking and help them clarify their own perspective. This gets you both to focus on actions and moving forward in partnership. As the coach, it is not your responsibility to fix the situation, but to be a part of it and help accelerate the journey toward greater effectiveness and purpose.

• Listen!  No really. Just listen. Listening seems as if it would be easy, but it is usually quite tough! Why?  There are many reasons. Often, leaders are used to solving problems quickly and efficiently. They want to cut to the chase. True listening requires being completely present, suspending some judgment, and not thinking much about what you are going to say next.

So as you develop more honest relationships, ask more insightful questions, and listen more deeply, make sure to choose growth.

Make sure you’re being like Dumbledore. Ask yourself if you are seeing the potential of what people can truly be. Are you helping to develop people into amazing human beings? Are you telling your team what they need to hear?  Don’t wait until it feels comfortable. Just do it. It’s okay that it’s uncomfortable.  And when in doubt, remember Headmaster Dumbledore.

Also remember that it truly does matter what someone grows to be. Choose to help them be extraordinary, and you’ll be more extraordinary yourself.

Ever wonder how to lead people?

Before answering that very important question, let’s dig in a little.

The question is essentially a behavioral question. “How to lead people” concerns Actions. (See the LASER Framework).  Those who want to know how to lead people are asking for tips about particular behaviors and specific actions–the “doing” part of leadership.

A different way to approach leadership effectiveness has to do with who. Who is capable of being a great leader? Anyone?  This question concerns leader traits, personality factors, experience, mind-set, interpersonal skills, industry knowledge, raw talents, emotional intelligence, and other characteristics or attributes of effective leaders. (These issues concern the Leader factor in the LASER Framework.)

“How do I measure the effectiveness of my leadership?” is another question worth asking. One of the most effective ways to measure a leader’s effectiveness concerns the leader’s impact on “followers.” That is, are they engaged in their work with heart and soul. Do they truly believe in the leader? Do they trust him/her? Do they find him/her credible? (These are the Engagement factors in the LASER Framework.) And of course ultimately, effective leaders get Results. They win the game. (The Results factor.)

So, in answering the question about how to lead people, make sure not to overlook these and other related questions first.

Now…on with it! How do I lead people?!

In a nutshell, this is how you should lead people. Be “A FUEL SOURCE.”

• Be authentic, genuine, transparent and “real.” (Authentic)
• Have a powerful vision of the future and opportunities that lie ahead. (Future-minded)
• Care deeply about others. Be unselfish and giving of yourself…and share rewards. (Unselfish)
• Show your energy and passion. Be energetic. (Energized)
• Be clear in what you say. Say what you mean. Chart a clear path. (Lucid)
• Know your stuff. Be smart. Think. Show emotional intelligence. (Smart)
• Look on the bright side. See the upside. (Optimistic)
• Show some forgiveness and be understanding of others’ shortcomings. (Understanding)
• Bounce back. Fight back. Don’t give up. Endure. (Resilient)
• Stand for what you believe in. Speak truth to power. Fight the good fight. (Courage)
• Seize opportunities. Create a business from great ideas. (Entrepreneurial)

Sure…there are other things you can do to lead people. This is not an exhaustive list. Important things are missing, but who wants an exhaustive list? That would be exhausting. I bet you can’t remember all 11 right now anyway. Eleven things is plenty. After you do these eleven really well, we can talk about what’s missing…any icing on the cake.

So now you know how to lead people. Go do it. Go LeadPeople. Be extraordinary.

Oh yeah…I almost forgot. Who’s the guy with no shoes in the picture above? His name is Tony Hsieh. He is the CEO of Zappos.com. He’s A FUEL SOURCE for the entire culture of Zappos, and the millions of people who’ve read his book on Happiness. He meets all the criteria I can come up with for extraordinary leadership. Been looking for a real example of extraordinary leadership? Look no further. He’s one of the best. Maybe I should actually write a blog about him sometime…

Once upon a time…it was believed that great leaders had to be charismatic, strong, tall, attractive, fearless and in control.

But then we woke up. True leaders are A FUEL SOURCE.

Whether our wake up call came from massive failures in leadership, demands from a younger workforce, accumulations of research, or otherwise, it has become increasingly clear that great leaders come in all shapes, sizes, and colors.

Ironically, those who used to fit the stereotype of a great leader are now struggling. The command and control style isn’t working anymore, even in the military. An over reliance on authority, hierarchy and forcefulness is now backfiring. These leaders have hit a wall, while “true” leaders–who garner respect, credibility and trust–are shining.

Of course, there’s no one “right” way to LeadPeople, but there are lots o’ wrong ways…

And when it comes to leader character and traits, I’ve identified eleven that appear to differentiate the extraordinary from the average and good.

Essentially, extraordinary leaders are a fuel source.  And these eleven attributes also create the acronym, A FUEL SOURCE.

Extraordinary leaders are…

Authentic
They know who they are, and share themselves with others.
They are transparent and open, with nothing to hide.
They know their strengths and leverage them.
They know their limitations, and find ways around them.
They know themselves, their Purpose and mission in life.

Future-oriented
They don’t just have a vision, they’re constantly envisioning.
They are future-oriented, but find balance with near-term practicality.
They are fueled by their vision, and inspire others through that vision.
They help others connect their own vision of the future with a shared vision.
They recognize misalignments that are taking people off track, and realign with the vision.

Unselfish
They show remarkable humility.
They don’t let their ego, no matter how big, get in the way.
They give away credit for successes to others–their team.
They take the responsibility and blame for failures.
They often care as much or more about others than themselves.
They believe in abundance; they’re “bakers, not eaters.”

Energized
They are energized by ideas, and energize others.
They are inspired by opportunities, and inspire others.
They are fueled by their passions and Purpose in life.
They channel their energy into almost everything they do.
They find a way to charge and recharge their battery.

Lucid
They are clear and focused in what they say.
They think clearly, and clarify things for others.
They keep things simple enough, but don’t oversimplify.
They are clear headed, and manage emotions well.
They see through the smoke and mirrors.

Smart
They are fast learners–and brilliant. But they don’t flaunt it.
They know what’s going on, at multiple levels in many domains.
They ask great questions and get to the heart of the matter.
They show an “attitude of wisdom,” being decisive, yet skeptical of their own convictions.
They show remarkable social and emotional intelligence, working well with a variety of people.

Optimistic
They show a bias for the upside, and steer away from cold hard realism (and pessimism).
They find the good in a bad situation.
They see opportunities and abundance where others see dead ends and scarcity.
They show excitement about what could be, and enjoy what-ifs.
They believe the glass is half-full, and will soon be full.

Understanding
They recognize others’ limitations, and show understanding.
They encourage smart risk-taking, and are understanding when failures occur.
They appreciate hard work and creative efforts, in addition to results.
They forgive others for mistakes, and then focus on moving forward.
They hold others accountable, even while being understanding.

Resilient
They bounce back quickly.
They show persistence and endurance in the face of tough odds.
They manage negative emotions by reappraising and relabeling events.
They are steadfast, yet know when to cut losses or start over.
They appreciate that failure is an important part of growth and learning.
They see challenges as great opportunities to overcome.

Courageous
They confront untruths, no matter how unpleasant.
They know what they stand for, and they take a stand.
They confront brutal realities.
They give critical feedback, and have the necessary but uncomfortable conversations.
They awaken “sleeping dogs” and call out “elephants in the room” because they know it’s right.
Move forward in spite of uncertainties and ambiguity.

Entrepreneurial
They help others generate creative solutions.
They look for problems to solve, and monetize solutions.
They appreciate financial strategies to create profitable ventures.
They support others in their ambitions to seize new opportunities.
They appreciate what makes customers, and potential customers, happy.
They enjoy staying informed about new technologies and trends.

Much has been made of NBA coaching legend Phil Jackson’s 11 championships, six with the Chicago Bulls and five more with the Los Angeles Lakers. But even Jackson’s most ardent fans concede that he won those titles with what amounted at the time to the best players in the league – Michael Jordan, Kobe Bryant, and Shaquille Oneal.

Yet others point out that what Jackson accomplished was nothing less than superhuman. Imagine it: being tasked with leading a dozen men, virtually all of whom are multimillionaires and few beyond their 20s, to practice and play together day in and day out as a single-minded unit. It could be argued that having the best players also made Jackson’s accomplishment that much more difficult, since in lesser hands those same superstars may have forced their own styles upon their teams.

Indeed, it wasn’t until Jackson arrived in Chicago that Jordan began winning titles. Without Jackson it is unlikely the squabbling Bryant and Oneal would have set aside their egos in pursuit of a team championship.

How did Jackson, who this spring retired from coaching, succeed where so many others failed? Jackson brought a holistic approach to coaching, reminding his players in ways large and small that the team came first – always. But he took it a step farther, pointing out that life itself was more important, that at the end of the day they were still just playing a game. This philosophy was credited with helping his teams keep their cool when others unraveled under championship-level pressures.

Jackson also was big on delegating authority, recognizing this his role was as strategist and chief tactician who depended on his field generals to execute his vision. Jordan, for example, was unquestionably the best player on the planet, but to win a championship Jackson convinced him that he needed to elevate the games of those around him. He accomplished the same goal with Bryant and Oneal, in essence balancing the interests of the two superstars to bring titles to the Lakers.

Nicknamed the “Zen Master” by many of his players and fans, Jackson was fond of using Eastern mysticism and Native American spirituality in his coaching practices, one season asking each of his players to read “Zen and the Art of Motorcycle Maintenance.” Wisdom, Jackson once said, always wins against raw strength.

The lessons Jackson was fond of imparting on other aspiring leaders?

1. Don’t show up with a preset agenda – a flexibility to changing conditions is important to success since life rarely accommodates our requirements. If the team is shooting poorly from outside, you need a plan for pushing the ball deeper into the paint. Business is no different.

2. Give the business your heart and mind but keep your soul, which is to say, if you let the business consume you you are no good to anyone.

3. Determination, dedication, and discipline are the keys to any successful professional endeavor.

And lastly, “If you meet the Buddha in the lane, feed him the ball.”

Socrates’ guiding rule was, “Know Thyself.” As a leader, it’s as true as can be. It may be uncomfortable, but consider taking 10 minutes right now to think deeply about yourself and answer these questions to become more clear on who you are as a person, and as a leader.

1. What am I drawn toward accomplishing in my life?
2. What really inspires and motivates me?
3. What situations bring out the best in me?
4. When do I often kid myself about my own true motivations?
5. How do I want to be remembered when I’m not around?
6. What is my essential leadership style? What kind of leader am I?
7. Why would anyone want to follow a leader like me?
8. What is my purpose in life?
9. How do I leverage my purpose through my work?
10. Essentially, at my core, who am I?

Self awareness is one of the essential building blocks in the development of extraordinary leadership. Why? Because knowing yourself well will help you make the best decisions possible throughout the day, about what you should spend your limited time and energy on, to add optimal value, leverage the passions of others, and get meaningful work done.

One of the most difficult challenges as a leader is managing yourself. You’ve got to consider what you say, how you say it, and when. You must know your audience. You must know when to bite your tongue, and when to show your emotions. You have to manage your presence, while being completely authentic and true to who you are. How can you manage yourself if you don’t know yourself?

You may have just skimmed over the above questions. If you did, do take the time soon. Copy and paste them, or print this blog. Take time to reflect on who you are, and what really matters. Then move forward in your development.

Self-awareness is essential to extraordinary leadership because the best leaders…

• Know what they are truly passionate about
• Understand their limitations
• Are clear about their purpose in life
• Give value to their gut instincts
• Understand their personality
• Look out for their own self-deception
• Know with whom they have trouble interacting
• Appreciate what energizes them, and drains them

Whether you use the Myers-Briggs, 360-degree feedback, performance reviews, informal feedback, or any other approach, it’s critical that you do what you can to create greater self understanding.

Know thyself, so you can LeadPeople to achieve extraordinary results.

It’s easy to get frustrated with the way things are, and how people act. There are so many complainers too…Don’t be one of them. Be the one who inspires change, rather than the one who complains or waits for change. Lead people through your actions.

Rather than just explain how people should treat each other, or the way things should be, try being the change you want to see in the world.

This video captures the essence of the struggles we’re dealing with. We all have seemingly immovable objects in our lives.

In this video, a huge tree has fallen across a busy street just before a rain storm sets in. With the bad weather, and the enormity of the tree, it seems impossible for any one person to make a real difference. Waiting for heavy machinery and clear skies makes the most sense.

But too often, we think in limited ways. Can a small boy move a huge tree in the pouring rain? Of course not! Well…actually he can. We all can.

Watch this video, and let me know what you think. Imagine if we could all stand up and believe in making a difference like this. What are some of your biggest trees blocking your pathway? I conjecture that you are one of the trees.

Are you going to be like the kids who laugh? Or the people who fall asleep in the truck waiting for someone to do something? Or will join in the cause and be part of the solution? Or will you lead the way?

It’s funny…I just Googled “Best Leadership Programs” and was informed that there are about 98,000,000 pages out there! What?!! 98 million pages?! That’s crazy…But what’s even crazier is the fact that nobody knows what the best leadership development programs truly are. Seriously. Let me explain, from an insider’s perspective.

For about seven years, I worked with the National Leadership Institute helping run various leadership development modules in their flagship “Leadership Development Program”, developed by the Center for Creative Leadership (CCL). When I was there in 2003, in BusinessWeek’s 2003 Executive Education Special Report, they ranked the Center for Creative Leadership first in the world for leadership development. First in the world! Wow.

Don’t get me wrong. I loved my time working within CCL programs.  I met great people. And the programs were great. They were entertaining for participants who came in for the week. The were inspiring. Powerful relationships were developed as frustrated leaders considered jumping ship from their company. And the food…Man! The food! Maryland crab cakes…all you can eat–essentially.

So how did Business Week go about ranking the best leadership programs? What data did they look at? I’m not entirely sure, but CCL did gather and get some good data. In fact, every single day of each program, participants were required to rate various components of the day. How valuable was the 3-mile island activity? Did you learn something new about yourself during the model building activity? How well was your 360 feedback delivered? Is there anything you’d change about the program to make it better? These weren’t the exact questions, but you get the gist. They gathered lots of data.

On the final day of each week-long program, participants’ averaged ratings were often about 4.7 out of 5, in terms of how valuable they thought the program was. Basically, this score indicates that participants thought the program was amazing! And these leaders, mind you, are quite tough to please…

So, given the world ranking of #1, and these super high scores from tough participants, you’d think “Best Leadership Program” would make sense, right?

Sadly, when I talked to participants a few weeks or a few months later, I heard the same story. Conversations almost always went something like this:

• Participant: “Oh man. That was a great week. I met lots of great people, and learned a lot about myself.”
• Me: “Yeah, it was great. You were clearly learning a lot about yourself, and what leadership is.”
• Participant: “Absolutely. And I can see now what I need to start doing much better. I hope I get a chance to open up my big ol’ binder soon. There’s lots of great material in there.”
• Me: “You haven’t opened your binder yet?”
• Participant: “Well…no. You’ve got to understand. I came back from that week full of enthusiasm, ready to take on the world. But, there were only about a thousand emails that came in during the week, and I’ve been slammed with work since I got back. There’s just not been time.”
• Me: “Really…But we talked about some specific goals–things you would do with your team right away.”
• Participant: “Yeah. I’ll get there. But you have to understand. Nobody here went through the experience. They don’t know what I’ve learned. The world around me hasn’t changed, so it’s hard to transfer what I learned into my world here. It sounded easy when I was there…”

I began to call this “The Dusty Binder Syndrome.” Those big thick binders…they’re full of rich content about leadership, valuable research, personal insights captured after each experience, tips and strategies for more effective leadership, 360 data gathered painfully from as many as twenty peers, direct reports, managers and others, etc.

The truth is that the best leadership development programs start at work, with real teams, addressing real challenges, with real time pressures, real budget constraints, in the real economy, with really “messy” people issues to contend with. The best leadership programs are the ones that occur in that space, and have long-lasting effects on the people and the business results. Real leadership programs are the best leadership programs.

Note to internet surfer: If you’ve Googled “Best Leadership Programs” and have stumbled upon my blog, that’s amazing. The odds are 98 million to one, I guess.

But if you are someone looking for the best leadership programs because you want to become the best leader, or develop a colleague into the best leader, don’t be lured into a week-long leadership development program! Don’t leave your colleagues, and get away from the real pressures and challenges of work. You may want to escape, but don’t!

Rather, bring in a leadership consultant (me, for example) who can challenge the executive team to get real, speak to the elephants in the room, and grow better leaders in the real world, that helps solve business challenges, enhance the culture, and  grow the business.

Bottom line, you need to help leaders grow and develop leadership capabilities by helping them LeadPeople in “the real world messiness” found on the job. That’s what makes leaders great.

Note: Don’t go looking. You already are located where “the best leadership programs” are found. So get with the program.