What good is it? Often the mantra of the obsessively practical or the hopelessly cynical, a “what good is it?” response typically indicates disgust, disappointment, or disdain—maybe all three.

Obsessively practical leaders seem to become, well, obsessed, with efficiency. Every act, every task, every intention, indeed every suggestion is qualified by its practical contribution to the efficient function of the organization.

But more prevalent are the hopelessly cynical. I worked for one such leader, the founder and director of a moderately sized leadership training organization working mostly in Asia. He expected to be disappointed and usually found something to meet his expectations. Over time, only those with a fetish for being belittled and berated stayed in the company. There was always something somewhere, done by someone, that failed to come up to standard.

I worked with the company for nearly two years, and I can attest that the real failure rate was no higher than just about anywhere else and a good deal better than many companies of that size. It was the director’s attitude that made the difference.

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