(The Leader) Beneath the Cork

Not everyone loves wines. For many people, it is simply a beverage that accompanies certain meals or shared to entertain guests. For others, though, wine is an experience and world of its own. I have had an evolving relationship with the world of wine, having had the privilege of traveling to France, Italy, and Spain and visiting the vineyards of Northern California and the North Fork of Long Island. I am not an expert – or even sufficiently knowledgeable to satisfy my curiosity. But my curiosity has opened me up to a world of experiences that have not only expanded my pallet but helped me understand some foundational principles about leadership.

Most people I know that enjoy wines have a fairly limited reach when it comes to making choices off of a wine list at a restaurant or from the shelves of a wine shop. I have met my share of wine snobs – who only drink the expensive stuff, the aficionados who boast of their knowledge and experience. And, the casual wine drinkers – who can simply take or leave it when it comes to whatever is on the label – or in the bottle, so long as it tastes good – and elevates their mood.

this particular tasting experience introduced us to uncorked bottles of wines that were way beyond what I would consider spending

It wasn’t until several years ago, on a visit to Napa, that I stumbled (literally) onto a renowned winery that produces some exquisite and pricey wines. I had always taken some level of pride – and solace – in finding modestly priced wines that I thoroughly enjoyed – and could easily afford. But this particular tasting experience introduced us to uncorked bottles of wines that were way beyond what I would consider spending – ranging from $400 to $800 per bottle.

I was delighted and a little shocked to have my bias exposed. I felt convinced I would not appreciate the difference between the wines I enjoy and these out-of-reach wines that I assumed had to be over-priced. And I was wrong. They were remarkable – and it was easy to discern the quality, even with my limited wine education and lack of a sophisticated palette. I then realized that some wines are a beverage – and others are an experience – something that somebody might share with people who will also enjoy that experience. And I realized that my newly acquired interest in expensive wines was not going to be a sustainable pursuit but would raise the bar for the wines that were more befitting of my budget and sensibilities.

This experience made me think that making wine choices was not the choices that the business leaders I work with make day in and day out.

Many decisions are routine choices among familiar options. You can rely on your experience and some knowledge of the circumstances to make a comfortable decision without much consternation. But other decisions force you out of your comfort zone. You might be facing something beyond what you have budgeted. Or find that there are no familiar choices in front of you. What do you do?

It’s like ordering off a wine list at a nice restaurant. If you are like most people, you look for familiar names or sort the wines based on cost, either looking to make an impression by choosing from among the more expensive bottles or navigating somewhere between the cheapest and the mid-priced options. How do you decide?

In his book “Influence, the Science of Persuasion,” Robert Cialdini describes how waiters can build rapport, earn your trust, and even persuade or manipulate diners to increase the size of their overall order and their gratuity. You might ask the waiter for advice at your peril, with no idea what basis or level of expertise your server might have. They might first recommend an excellent wine that is value-priced below what you might have been considering. And then guide you to select more expensive offerings from the menu. You might be lucky to find a sommelier who can guide and educate you as you make your choice. But most of the time, you are left to your own resources.

Left to your resources, do you stay within your comfort zone, or do you stretch and try something new?

How you approach your decision is probably not unlike how you make decisions whenever you are uncertain. You weigh the risks (like the impression you might make on your friends or guests or the damage you might do to your wallet) and evaluate the rewards.

Do you delegate to the party at your table or your server? Do you play it safe? Or do you go with your gut and try something you feel reasonably safe ordering?

A large percentage of the decisions you make under adverse conditions amount to relying upon your gut. Even when you have most of the information you need to make a decision- whatever remains uncertain will be guided by how you feel more than what you know for sure.

In those moments, the question isn’t what to do. It’s what do you need to be?Do you need to be more courageous or perhaps more humble? Do you need to be more decisive, or do you need to take your time and be patient with the process?

Moments of adversity test your competence. It is not your competencies, meaning skills or knowledge, or your authority and responsibility to do so that defines your competence. It is who you are when making that decision that informs the decisions you make.

Moments of adversity test your competence.

It is what leadership is about: making choices when there isn’t a clear answer.

Like good wine, the label, grapes, or the region of the world where it is produced doesn’t matter nearly as much as what is beneath the cork. At the end of the day, what is beneath your cork defines the quality of your leadership and the quality of the life you lead.