Hearts was one of my favorite card games in college. I remember staying up deep into the night regularly with my roommates playing it. I recently taught our kids how to play and have been playing with them more regularly of late…and I was reminded how much I enjoy the game. No metaphor or simile is perfect, and this one isn’t either, but it occurred to me the other night that being a CEO is a little bit like playing a game of Hearts.
First and foremost, you have to play the hand that you’re dealt. No matter how proactive you want to be about running your own agenda, things happen around you — with your people, your customers, your competitors, and you have to figure out how to react to situations.
Second, you usually get to pass 3 cards to another player, but sometimes you have a “hold” hand. Even within a situation you have to react to, sometimes you can mute the edges of it before you actually react (but occasionally, you can’t change the situation at all). Consider the difference between a customer telling you they are about to churn (maybe you can still save them on price, terms, feature sets) vs. sending you a termination notice after they have signed with a competitor.
Next, when playing the hand, there are times when you want to get the lead so you can control the flow of the game, and there are times when you want to avoid getting the lead so you just hand out point cards to others.
Also in the course of the play of a hand, you want to keep close track of what the other players have and don’t have in their hands, particularly so you can avoid the Queen of Spades and so you can try hard to capture the Jack of Diamonds. Day in and day out at work, you need understand as deeply as possible what your competitors and partners are up to…and you always want to have an eye on the biggest opportunity in front of the company — a new prospect you’re trying to win over, for example — and the biggest risk point you’re trying to avoid.
Finally, you have to recognize that any given hand is one out of many in a game, just like every day, or week, or quarter, is just one piece of your overall stewardship of your company over the long haul. And of course the simple act of being an entrepreneur is in and of itself analogous to Shooting the Moon. It’s almost impossible to do, and you have to both have the right cards AND play the hand extremely well. But when you do, the reward is spectacular!
(That wasn’t too much of a stretch, was it?)