ision by providing feedback, and role modeling, thereby helping people grow professionally and enhancing their self-esteem. Finally, good leaders recognize and reward success, which not only gives people a sense of accomplishment, but also makes them feel like they belong to an organization that cares about them. When all is done, the work itself becomes intrinsically motivation.The more the change characterizes the business environment, the more the leaders must motivate people to provide leadership as well. When this works, it tends to reproduce leadership across the entire organization, with people occupying multiple leadership roles throughout the hierarchy. This is highly valuable, because coping with change in any complex business demands initiative from a multitude of people. There are many pitfalls in making an effective decision if the question is not examined from all perspectives. Certainly Mr. Neyland and his friend on the board had strong opinions as to who should be the next president, and a strong difference in opinions is not unusual, and in some cases, it can be healthy. It is very possible that both Mr. Neyland and the board member got caught in the confirming evidence trap because it is so insidious. The following example illustrates the confirming-evidence trap: Suppose the president of company ABC, a successful midsized U.S. manufacturer, is considering to call off a planned plant expansion. For a while the president has been concerned that ABC will not be able to sustain the rapid pace of growth of its exports. The president fears that the value of the U.S. dollar will strengthen in coming months, making ABC's goods more costly for overseas consumers and dampening demand. But before the president puts the brakes on the plant expansion, the president decides to call up an acquaintance, the president of a similar company that recently closed a new factory, to check her reasoning. She presents a strong c...
