To those who read CFO Techniques I would like to offer my apologies for using the analogy from The King's Speech here again. It's just that the Brits, who's been living under monarchy for over 1500 years, understand this royal-duty business better than anybody. (Also, they seem to speak the same language as the Seven Kingdoms' folks.) So, in the movie, Prince Albert (Colin Firth) tells King George V (Michael Gambon), "Father, we are not a family, we are a firm." And the king replies, "We are the oldest, most successful corporation in the world and sitting on thrones is our business."
Yes, ruling a nation is a family business, and that makes a king the Chief Executive Officer of his land and his people. And in this position, just as it is in any company, he is responsible for
- strategic development - expansion, contraction, restructuring, hostile takeovers,
- foreign policies - establishing or severing connections with external parties, forming partnerships and alliances,
- tactical decisions - laws, decrees, rules, governing appointments, organizational infrastructure,
- fiscal adequacy - financing day-to-day operations and all those strategic moves,
- economic balance - most important for prevention of revolts, backstabbing moves of dissatisfied courtiers, and the fleeting of labor,
- human relations - the adoration and support of one's subjects doesn't hurt.
In fact, in George R. R. Martin's world, a king's enterprising is very entrepreneurial, very hands-on. Nothing like the make-believe leadership we see in the dangerously large governing bodies of contemporary conglomerates/countries. In the Seven Kingdoms, a true leader cannot be a mere token sitting on a throne (in King's Landing they have Joffrey for that, while Tywin rules). A ruler's job requires a lot of personal involvement and micromanagement: from weaving intricate intrigues to beheading those you condemned; from charging in front of your troops to skinning a damn large deer - the one with the executive power cannot avoid rolling up the sleeves and getting his/her hands dirty.
Most importantly, the king must take personal responsibility for doing the right thing by his nation. He'd better have his priorities straight: the crown is so heavy because the burden of authority calls for selflessness and sacrifices. Those few business owners that earned my personal respect over the years concentrated all their efforts on the prosperity and success of their companies. They were acutely aware that business is nothing if not a continuous struggle for survival.
So, what about Robb Stark? How did he do as a CEO? Not very well, I'm afraid. He was like one of those young rich boys, who inherited his father's business too early due to an untimely death - full of great potential, brilliant ideas, and... illusions. The childish sense of invincibility has not yet evaporated from his body. He thought he could break and rebuild the word any way he wanted. And so, he went and violated the millenia-old custom of building political alliances through marriages: he broke off his engagement with Lord Walder Frey's daughter. His Love was above any rules. How beautiful!
How cheeky and irresponsible! It was an unforgivable insult to House Frey. It was disrespectful to the memory of his father who made an arrangement and himself inherited Catelyn as a bride after his older brother's death. And, as far as the well-being of his land, his subjects, and his mission are concerned, it was plain reckless. In the business environment, this would be the equivalent of breaking contractual obligations with your commercial partners or violating the terms of your financing agreements. Actions of this kind result in companies loosing their reputation, market share, procurement resources, creditability, funding, and eventually going bankrupt, i.e. die.
As many young entrepreneurs, Robb Stark was a person of extremes: he was quick to break rules practically written in stone, yet many of his actions were marred by poor, hesitant decision-making. Whether due to inexperience or a lack of talent for long-term strategic thinking (his military campaign proved him to be a good tactician), he was never quite sure what was the right thing to do. It's bizarre, really: sometimes he neither followed the solid logic presented to him by his advisers, nor did he go with his own gut. The foolish execution of Lord Rickard Karstark, which resulted in a loss of a huge chunk of allied troops is an obvious example.
I've been forever writing and talking about psycho-profiling as a key management skill. One simply cannot succeed without it. Robb's inability to read people and their motivations might be the main reason for his downfall. What made him think that old Lord Frey will forgive the insult and tolerate Robb's wife being shoved into his face in his own home? How could he forget that you cannot trust anybody and must always be on alert for betrayal? If we think rationally about it, the probability of retaliation was very high.
In contrast, there is a reason why a few smart people reluctantly realize that Tyrion Lannister is King's Landing's only hope. Not only that he is sharp, brave, incisive, and fair, but he also understands that if one wants that family business of ruling kingdoms to be successful, he must be ready to forsake a thing or two, including personal happiness.
It's great to find out that I'm not the only one who saw the parallels between the demise of Robb Stark and the small-business leadership. The article below was prompted by TypePad as a related post.
